Abstract
Employee theft represents a significant problem for South African retail businesses, undermining stability, trust and sustainability. This study explores how management practices and employee morale can impact employee theft, viewed through Rational Choice Theory, Social Learning Theory and Routine Activity Theory. Employing a qualitative approach, the research conducted interviews with retail managers from diverse stores in South Africa. Analysed through deductive thematic analysis, the findings reveal that certain management practices significantly boost morale and reduce theft likelihood. Conversely, low morale, driven by key factors, correlates with increased theft as employees rationalise misconduct due to financial pressure or perceived retaliation. These findings illuminate how effective management practices and fair compensation foster organisational commitment and guardianship behaviours, reducing theft opportunities. In contrast, economic struggles and negative workplace cultures exacerbate deviant behaviour. The study concludes by offering strategies, including fair wage structures, ethical training programmes and security measures to enhance productivity and integrity.