Critical Role of Positive Incentives for Reducing Insider Threat
Abstract
Traditional insider threat practices involve negative incentives that attempt to force employees to act in the interests of the organization and, when relied on excessively, can result in negative unintended consequences that exacerbate insider threats. Positive incentives that attempt to encourage employees to act in the interests of the organization can complement negative incentives. In our research, we identified and analyzed three avenues for aligning the interests of the employee and the organization: job engagement, perceived organizational support, and connectedness with coworkers. Based on an analysis of three insider threat incidents and a survey of organizations, we developed a model of the disgruntled insider threat problem as it relates to dissatisfaction with the employing organization and the potential benefits associated with positive, intrinsic incentives that improve perceived organizational support and justice. To help organizations understand their options for using positive incentives as part of their insider threat program, we outline workforce management practices to improve employees feelings of being supported by the organization. This research is a first step toward creating a well-grounded foundation on which insider threat programs can establish a more balanced and effective means of reducing insider threats, one that is a net positive for employees.
Document Details
- Document Type
- Technical Report
- Publication Date
- Oct 01, 2016
- Accession Number
- AD1020882
Entities
People
- Andrew P. Moore
- Jennifer Cowley
- Matthew L. Collins
- Nathan Vanhoudnos
- Samuel J. Perl
- Tracy M. Cassidy
Organizations
- Carnegie Mellon University