Dishonest basically means untrustworthy, deceitful or insincere behavior. Dishonesty at workplace includes stealing things/information/data/ideas, submitting incorrect data, lying to your managers, and coworkers and unethical conduct like harassment or drug abuse.
Deceitfulness can be destroying for associations, with prominent cases bringing both open shame and extreme disturbance to associations and their individuals. For instance, in 1999 Lotus (CEO) Jeff Papows surrendered in the midst of discussion encompassing lies about his military record (blowing up his accomplished rank), his instructive fulfillment (increasing both the degrees earned and the notoriety of establishments went to), and his own history (professing to be a vagrant, in spite of the fact that his folks were both living). Similarly, the string of lies told by professional cyclist Lance Armstrong about his use of banned substances caused untold reputational harm to his former teammates (many of whom he wrongfully sued for libel), his sponsors, and the nonprofit organization that bears his name. Thus, the impact of workplace dishonesty in organizations can be profound. Accordingly, great time and resources are spent attempting to navigate the veracity of people’s claims in everyday work life. Indeed, controversial techniques (such as the use of polygraphs for “lie detection”), extensive research attention, and entire industries have emerged to detect and combat lying (Murphy, 1993; see Frank & Feeley, 2003 for a meta-analysis and narrative review). However, dishonest acts continue to be pervasive in organizational life: ordinary people report dishonesty in 14% of their emails, 27% of face-to-face conversations, and 37% of phone calls (Hancock, 2007; in Mulder & Aquino, 2013).
Lets have a quick view on the consequences of having dishonest employees:
Also, Read Factors responsible for employees being dishonest
Also, Read Ways to create an honest company culture
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