“…In addition to the human resource implications of counterproductive-employee behavior and negligent retention, management should be aware of the actual costs associated with the impact that retaining counterproductive employees has on overall organizational performance (Axelrod et al, 2002;Mount et al, 2006). In most organizations, processes are in place to calculate the traditional costs of doing business, such as the cost of producing a product, the cost of scrap, the cost of maintaining work facilities and equipment, the cost of the various elements of the total compensation package, and other miscellaneous costs (Cecil and King, 2011;Coles et al, 2007;Drysdale et al, 2010;Liberopoulos et al, 2007;Keles et al, 2011;Margret, 2002;Ohlson, 2006;Patterson, 2008;Phusavat et al, 2009;Ramírez and Nembhard, 2004;Thilmany, 2008;Williamson, 1981). Furthermore, most organizations are probably capable of determining the approximate cost of sabotaged equipment and employee theft (Mount et al, 2006).…”