Abstract
Motivations for employee sabotage range broadly; however, the consequences can be tragic for an American corporation. The present study warrants the need for public awareness of workplace violence as well as perception, cause, and prevention. Using historical data and a hybrid of the multidimensional scaling technique, the findings were extrapolated to describe and better acquaint employers with effective means of preventing violent behaviors among individual workers. Results of this study suggest that a lack of effective employer/employee exchange of communication is the primary cause for corporate sabotage in the event of major corporate change. The findings empirically validate that communication precludes the potential consequences that employee violence may bring. Discussing ways to improve the workplace together with management may enable employees to discover common ground and to recreate workplace harmony.
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