literature review, focus group, sessions and in depth interviews, several Singapore, corporate leaders, fraud management, key preventive measures, several preventive measures, creating a strong culture, leader, the torchbearer. and setting the undertone. In short, the "heart-ware" perspectives of fraud prevention are given a special focus.Fraud indeed costs businesses and individuals, billions of dollars every year. However, some companies prefer not to mention anything about it since it may affect their reputation or image. Besides, they may be seen as incompetent businesses. "It's a dangerous topic to discuss. Better not to discuss at all!" (Focus groups' input).
This researcher appears to be tackling the bull by its horn. Besides, during the recent corporate scandals, Human Resource (HR) professionals seemed to have been virtually invisible (Mondy and Noe, 2005). HR professionals and managers in working out their HR functions could have done more to reduce the corporate wrongdoing (Mondy and Noe, 2005). The purpose of this article is to identify what fraud is, its common occurrences as well as to examine the key measures and in particular, the human resource management steps to prevent fraud from occurring in businesses.
More specifically, the propositions the researcher has in mind is that the top leaders and HR plays an important role in ensuring a conducive corporate culture and that corporate leaders, charged with setting the example, play a critical role in fraud prevention. Fraud, that very word, sends fears; no companies want to be fleeced. It is like being robbed in broad daylight and not being aware. Usually, fraud can be as simple, as shaving, salami-slicing or siphoning the odd cents from customer's dormant accounts to a fictitious account, taking office stationery home, forging a signature or as complex as involving more than one person inside or outside the organization. Fraud can be, in most ways, unexpected and a surprise to top management. |
