ABSTRACT
Supervisors have discovered that sabotage is an expensive form of employee feedback. It can be destructive, harmful to equipment and people and even be accepted by workers to achieve a misguided goal. But sabotage in the workplace, except for blatant cases, seems to go unnoticed, unmentioned or tacitly accepted as a form of poor employee morale. For management to recognize acts of sabotage, it must delve deeper into why it occurs. First: In the workplace, the most often noted reason for acts of sabotage is personal frustration with employee supervision. Sabotage also can be caused by the Ivory Tower Syndrome. Workers feel that managers in the Ivory Tower send edicts down without cause or justification. Isolation of the managers in this form allows workers to feel that they do not matter, and as conflict builds, sabotage occurs.
