Most research on workplace sabotage centers on the causes of sabotage and the ways that organizations can guard against it. This paper accepts the premise that sabotage will occur in the workplace and thus presents a forecasting procedure for organizations to follow. Once organizations can learn how to predict a Sabotage Impact Value and to gauge a Probability Index Factor, it can improve its readiness for a sabotage event. This development of a Sabotage Barometer can help HRM professionals and managers formulate sabotage intervention plans. The findings indicate that organizations using intervention plans reported substantially shorter crisis durations, less fallout to the company, and a quicker path to the resolution stage.

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This paper examined a list of sabotage forms found in the workplace today, developed reasons for sabotage events. Data were gathered from 44 human resources managers and 164 super visors from 10 companies. Findings revealed that various forms of sabotage have subtly blended into the work routine-deliberate absenteeism, slowing down production, working without enthusiasm, and consistent turnover. The findings direct human resources managers to observe worker conflict, and help reduce tension-causing situations between managers and employees. Strategies focus on implementing interpersonal approaches and organizational structure approaches to reduce the risk of sabotage.

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