High school leader was so excited about his upcoming school dance. She had a beautiful dress, her shoes and purse perfected. He saved money from his local fast food job to pay for everything he needed to make the event so special. There are flowers you could choose, a limousine with her and date, and some friends, pictures and many extras that would result in long-term memory in the evening. In the coming weeks, he planned all his future earnings and was ordered for a special occasion. What was unplanned was a $ 20 inexplicable shortage of money to work in cash. The policy of the restaurant was that all cash shortages had to be repaid. "Oh no!" thought. "I did not steal money, what am I going to do? I need all the money I pay for dance."
Mandatory Repayment Policy
When you consult with retailers and restaurant owners, conversation is usually addressed in cash shortages. Some people boasted that they simply did not have cash consumption for their policy. The policy prompted the treasurers to pay back from the deficiencies. They also stated that there may be some deficiencies once or twice, but after the shortages the cashier was often short. The deficiencies did not require investigation, no investment from the valuable time of the manager, no disciplinary procedure or complicated cash management policy.
A number of counterfeiting checks and the introduction of retailers and cash-in-check programs for restaurants, cash back payments are not part of the equation unless, of course, a thorough investigation has been carried out, the treasurer admitted theft and the repayment was part of the decision. Docking or paying a worker to the employer for cash need can make the employee less than the minimum wage and may endanger the employer for breach of law and hour law.
Because of the insolvency of cashiers, it has an opposite effect on its intention. Suppose the young cashier prepares for preparation for a special dance as above. She needs money for her clothes, matches her shoes, badges, hair and makeup, and maybe she shares the cost of the limousine. This is a very large cost for the young lady, but she carefully pays the budget and every dollar she is looking for is offered when preparing for the special event. He is a very good cashier and even better employee. But unfortunately, her wallet is small. No stolen cash. The error occurred in reducing the change or in the bad management currency. Maybe there are other possible explanations. Perhaps a manager was wrong about removing excess money from his checkout. Perhaps another treasurer registered the transactions while he paused and mismanaged the cash – or stole it.
According to the rules, the cashier must pay back the deficit. She's panic because she sees her perfect night shattering. You can not afford to repay the shortage. Can you request permission not to repay the shortage? Sure. Can you ask someone to borrow the money? Yes. But she was desperate. He decides to return the money using methods that other cashiers have done. They cheat fraud and cheat money for longer than they did there and no manager asked. They often believed in their "extra" money. He's always disgusted about riding on stealing. He decides. He only needed the sums needed to make a special dance and then repay him.
Fictitious workers collect food, holes, rebates and price cuts, and cash in their pockets. Stealthily! It was so easy to continue to make money, far beyond the sums it paid. The manager can quickly register in the absence of a register, but neglected the rest of the cash management. Steals continued for a long time with the dance, and his wallet was never short – and he never repays. He crossed the line and now he is a thief. When they get caught, they can be arrested
This story is true and has been done in many retail stores and restaurants. The cash management program does not require the repayment of the cash supply. The cashier's frequency should be noted for the lack of cash. Cash management programs should include an examination of major cash changeovers and progressive disciplines in every case requiring retraining if necessary. Appropriate tolerances should be established for each item of customer, such as Hollows, rebates, price cuts and sales. Performance should be monitored in these areas and disciplines of weak performance should be created. Every time an exception is made outside the acceptable level of cash flow management, discipline is stronger. For example, when the treasurer is initially less than $ 3, he receives a written warning from the cashier. The warning includes the serious consequences of subsequent infringements that may lead to suspension and possibly termination. The term is called progressive discipline. The alert reminds the employee of their performance monitoring of how good cash management is important and establishes poor performance documentation. The idea is to change behavior.
Effective loss control programs include these cash management elements. They are fair and fair, they define the "fundamentals" of cash management performance, and count employees who can steal transaction manipulation. The need to repay the cash requirement on which the cash management program is based does not properly address the poor performance of cash management. Even cash withdrawals, but they do not deal with the shortage of cash checks.
D. B. "Libby" Libhart, CPP
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