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Journal articles on the topic 'Employer Loyalty'
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Kot-Radojewska, Magdalena, and Iryna V. Timenko. "Employee loyalty to the organization in the context of the form of employment." Oeconomia Copernicana 9, no. 3 (September 30, 2018): 511–27. http://dx.doi.org/10.24136/oc.2018.026.
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Research background: Organizations that function in the contemporary, competitive economy attribute the increased importance to employee loyalty, which translates, to a large extent, into commitment to work. A loyal employee, strongly associated with the organization, is its valuable asset. On the other hand, in the dynamically changing reality, organizations more often use the alternative, flexible forms of employment, which are not only a response to the needs of the organization, but also employees themselves.
Purpose of the article: The purpose of the paper is to examine the relationship between employee loyalty to the employer and the form of employment.
Methods: The paper presents the results of research conducted by means of a diagnostic survey with the use of a questionnaire among 569 employees of manufacturing and service enterprises operating on the Polish market. Empirical data were collected from December 2015 to January 2016. The research process was based on the grounded theory and statistical analyses were conducted by means of the SPSS, assuming the level of significance at 0.05. In order to compare people with the different forms of employment, the Kruskal-Wallis test was used.
Findings & Value added: The research results indicated that there are certain relationships between the form of employment and loyalty to the employer. A majority of the respondents believed that the form of employment influences the loyalty to the employer. A majority also rated the degree of their own loyalty to the employer high. Employees working under an indefinite duration employment contract rated the impact of the current form of employment on loyalty to the employer higher than people that have a fixed-term employment contract. The people who have an indefinite duration employment contract rated the degree of their own loyalty to the employer higher than people that have a fixed-term employment contract.
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Zhong, Xin, You Xin Zhang, Sheng Li, and Yue Liu. "A Multilevel Research on the Factors Influencing Employee Loyalty Under the New Employer Economics." Business and Management Research 9, no. 2 (June 15, 2020): 1. http://dx.doi.org/10.5430/bmr.v9n2p1.
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Existing research shows that scholars try to achieve the goal of employee loyalty through human resource management practices at the organization level. However, the new employer economics proposes a tendency from “employer-centered” to “employee-centered”. Through a multi-level research method, this paper used 40 teams and found that employer brands had a significantly positive effect on employee loyalty. Basic psychological needs played a mediating role between employer brand and employee loyalty, but the team identification didn’t mediate the relationship between employer brand and employee loyalty. At last, the moderating role of servant leadership between employer brand and employee loyalty was not proved.
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Winnicka-Wejs, Alicja. "Staff Loyalty Value (Results of Working Students’ Survey)." Kwartalnik Ekonomistów i Menedżerów 23, no. 1 (January 31, 2012): 104–27. http://dx.doi.org/10.5604/01.3001.0009.5772.
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The article presents results of the survey concerning the meaning of staff loyalty (the loyalty towards the employer) in the professional life of working students of the University of Economics in Katowice. An independently prepared survey questionnaire was used. The article is utilitarian – twenty one working hypotheses were verified. The results of empirical research were presented as eight main points: the notion of staff loyalty as perceived by student respondents, the importance of staff loyalty as compared to other types of loyalty, the self-assessment of loyalty towards the employing organisation, the assessment of the respect shown by immediate superiors towards loyal employees, staff loyalty as a value appreciated both by employers and employees, the portfolio of satisfaction and loyalty evaluator, stability versus changeability in professional life, the perceived effects of staff loyalty.
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Schrag, Brian. "The Moral Significance of Employee Loyalty." Business Ethics Quarterly 11, no. 1 (January 2001): 41–66. http://dx.doi.org/10.2307/3857868.
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Abstract:Expectations and possibilities for employee loyalty are shifting rapidly, particularly in the for-profit sector. I explore the nature of employee loyalty to the organization, in particular, those elements of loyalty beyond the notion of the ethical demands of employee loyalty. I consider the moral significance of loyalty for the employee and whether the development of ties of loyalty to the work organization is in fact a good thing for the employee or for the employer. I argue that employees have a natural inclination to extend loyalty to the organization and that organizations consequently have an obligation to make clear to employees the degree to which the organization will recognize and reward employee loyalty.
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Pavlovic, Goran, and Stefan Zdravkovic. "THE INFLUENCE OF EMPLOYER BRAND ON EMPLOYEES LOYALTY – THE MODERATOR EFFECT OF EMPLOYEES SATISFACTION." Balkans Journal of Emerging Trends in Social Sciences 2, no. 2 (2019): 140–49. http://dx.doi.org/10.31410/balkans.jetss.2019.2.2.140-149.
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The successful operation of the organization is not based exclusively on customer satisfaction, but it is necessary to ensure the satisfaction of all relevant stakeholders. For an organization, it is first of all important to provide value for its employees, as it will result in a greater degree of their satisfaction, loyalty and productivity, which further leads to value creation for consumers. Companies are making significant efforts to build a unique image in order to present it as a unique and desirable place to work, which can also be defined as an employer brand. The main goal of the paper is to determine whether the employer brand has a positive impact on employee satisfaction and loyalty. The results showed that the employer brand has a significant impact on employee satisfaction and loyalty, and that satisfaction has a positive moderator role.
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Gardner, Timothy M., Jason Stansbury, and David Hart. "The Ethics of Lateral Hiring." Business Ethics Quarterly 20, no. 3 (July 2010): 341–69. http://dx.doi.org/10.5840/beq201020326.
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ABSTRACT:Lateral hiring is the intentional action of one employer to identify, solicit, and hire an individual or group of employees currently employed by another firm, a practice often pejoratively labeled “poaching.” We use the method of critical genealogy to demonstrate that the norms that discourage lateral hiring are constructions used by powerful employers to control the turnover of their employees, making them subjects of their employer’s power rather than free and autonomous people in their own right. We suggest instead that ethical responsibility for entertaining or rejecting lateral hiring offers rests with the focal employee(s). We conclude that the form and symmetry of loyalty between employees and their current employers are the determinants of the appropriateness of an employee’s decision to entertain and accept outside offers. These conclusions imply responsibilities for employers to forge (and employees to honor) symmetrical relational loyalty in the workplace, but not for alternate employers to refrain from making lateral hiring offers.
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Pfeiffer, Raymond S. "Owing loyalty to one's employer." Journal of Business Ethics 11, no. 7 (July 1992): 535–43. http://dx.doi.org/10.1007/bf00881446.
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Miśkowicz, Tomasz. "Loyalty and the rule of law in the employment relationship." Roczniki Administracji i Prawa specjalny, no. XIX (December 30, 2019): 369–78. http://dx.doi.org/10.5604/01.3001.0014.1050.
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This article will be devoted to the relations between loyalty and the rule of law under an employment relationship, previously defined terms, whether the loyal side of this legal relationship is always a party following the binding legal order, and if not then can one speak of the loyalty of one of the parties to the employment relationship to the other party of the employment relationship. The study will, therefore, be devoted to employee loyalty, but not only, it will also mention the loyalty of the employer to the employee and the effects of their mutual relations.
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Boroff, Karen E., and David Lewin. "Loyalty, Voice, and Intent to Exit a Union Firm: A Conceptual and Empirical Analysis." ILR Review 51, no. 1 (October 1997): 50–63. http://dx.doi.org/10.1177/001979399705100104.
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Drawing on economics and organizational behavior concepts, the authors develop a model of employee “voice” (defined in terms of the frequency of grievance filing) and employee intent to exit the firm. They test the model using data on a sample of nonmanagement employees of a large multinational telecommunications firm in 1991. Employees' loyalty to the firm and their perception of the grievance procedure's effectiveness are the main independent variables. In tests that focus exclusively on employees who reported having been treated unfairly by the employer at some time, loyalty is found to have had a consistently strong negative association with both the exercise of voice and intent to exit the firm. One implication of these findings is that loyal employees who experienced unfair workplace treatment primarily responded by suffering in silence.
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Ogunyemi, Kemi. "Employer Loyalty: The Need for Reciprocity." Philosophy of Management 13, no. 3 (2014): 21–32. http://dx.doi.org/10.5840/pom201413315.
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Bukowska, Urszula. "Employee Opinion Survey on Shaping Employee Loyalty." Kwartalnik Ekonomistów i Menedżerów 27, no. 1 (January 31, 2013): 25–37. http://dx.doi.org/10.5604/01.3001.0009.6292.
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This article presents the nature of employee loyalty, focusing on its affective and behavioral aspects. Symptoms of loyalty are pointed out, with the reservation that the manifestation of the lack of loyalty that affects the employer the most is voluntary employee departures. In order to prevent them, steps are taken to recognize employee expectations. Several tools are used for this purpose, however, the research based on employee opinion survey is particularly effective.
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Prohorova, M., and T. Lebedeva. "Psychological Assistance in the Formation of Loyalty of Employees of Commercial Organizations." Scientific Research and Development. Socio-Humanitarian Research and Technology 8, no. 4 (January 22, 2020): 15–21. http://dx.doi.org/10.12737/2587-912x-2020-15-21.
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The article presents the results of experimental work on testing a program of psychological assistance in the formation of loyalty of employees of commercial organizations. The paper presents a theoretical idea of the loyalty of employees of commercial companies, selects diagnostic tools to determine the level of loyalty, describes the results of testing the loyalty formation program. The presence of a correlation between the level of loyalty of employees of a commercial organization and the characteristics of labor motivation of employees, the degree of satisfaction with work and the attractiveness of the employer was confirmed. The effectiveness of the developed psychological assistance program for increasing the level of loyalty of company employees has been proved.
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Lipka, Anna, and Małgorzata Król. "Sustainable Loyalty of Employees in Poland as a Result of the COVID-19 Pandemic." Sustainability 13, no. 16 (August 22, 2021): 9411. http://dx.doi.org/10.3390/su13169411.
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The pandemic has triggered, on one hand, a wave of employee disloyalty in the form of quitting from non-functioning companies and choosing those seeking employees, and on the other hand, reinforcing their relationships with those companies that made a lot of effort to prevent quitting or letting employees go. The cognitive aim of this article is to answer the question of whether this transition is intended to be temporary or permanent—an issue which has not been recognized in the literature on the subject so far. The planned cognitive contribution is the verification of the hypothesis pertaining to the uneven occurrence of individual types of loyalty. The study was conducted on a nationwide, representative sample (n = 1000) with the use of the CAWI questionnaire. Research has confirmed that sustainable loyalty occurs more often than other types of loyalty. This is a balanced type of loyalty in which the commitment of the employer and the employee is equal, and the employee is attached to the organization and puts their trust in it. The obtained results were interpreted in the context of the influence of the pandemic.
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Gorgenyi-Hegyes, Eva, Robert Jeyakumar Nathan, and Maria Fekete-Farkas. "Workplace Health Promotion, Employee Wellbeing and Loyalty during Covid-19 Pandemic—Large Scale Empirical Evidence from Hungary." Economies 9, no. 2 (April 9, 2021): 55. http://dx.doi.org/10.3390/economies9020055.
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Corporate social responsibility (CSR) has become an innovative strategic management tool of socially and environmentally conscious business organizations in the 21st century. Although external CSR activities are better researched, firms’ internal CSR activities such as workplace health promotion and its impact on employee wellbeing are less understood, especially during a pandemic where job security is relatively lower in many sectors of employment. Additionally, wellbeing and good health have been recognized as important targets to achieve as part of the United Nation’s Sustainable Development Goal 3. Therefore, this study investigates the relationship between health-related work benefits and employee wellbeing, satisfaction and loyalty to their workplace. Large scale survey research was performed with responses from 537 employees in Hungary and 16 hypotheses were tested. Data analysis and path modelling using PLS-SEM (Partial Least Squares Structural Equation Modelling) reveal two-layers of factors that impact employee wellbeing, satisfaction and loyalty. We term this as ‘internal locus of control’ and ‘external locus of control’ variables. Internal locus of control variables such as mental and emotional health leads to wellbeing at the workplace but do not directly impact employee satisfaction and loyalty. In contrast, external locus of control factors such as healthcare support leads to wellbeing, satisfaction and loyalty. Employer commitment to healthcare support system is found pertinent especially during the pandemic. We discover wellbeing as a unique standalone construct in this study, which is vital as is it formed by mental and emotional wellbeing of employees, albeit not a determinant of employee workplace satisfaction and loyalty. We theorize workers’ self-reliance and preservation as possible explanations to the disassociation between employee wellbeing and loyalty to workplace during times of crisis and the pandemic.
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Adkins, Karen. "Exit only: harms from silencing employee voice." Journal of Science Communication 19, no. 05 (September 30, 2020): A03. http://dx.doi.org/10.22323/2.19050203.
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The nationwide shortage of PPE for health care workers has been well documented. Reporting on this issue has been complicated by hospitals' imposition of gag orders on physicians and health care workers. There are harms that result from imposing these gag orders that go beyond the obvious harms to public and employee health and safety. Using Hirschman's ‘Exit, Voice, and Loyalty’ (1970) as a framework demonstrates that these orders represent a dangerous concentration of power in employer hands — health care workers are reduced to functionaries. Hirschman's argument, in part, is that organisations should seek to balance the availability of exit, voice, and loyalty for employees. Restricting employee options in morally untenable situations to exit only leads to direct and indirect harms. These gag orders are a pernicious practice, and bring with them long-term negative implications for employee morale, employee effectiveness, and public service.
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Hana, Urbancova, Richter Petr, Kucirkova Lenka, and Jarkovska Martina. "Employer branding in the agricultural sector: making a company attractive for the potential employees." Agricultural Economics (Zemědělská ekonomika) 63, No. 5 (May 9, 2017): 217–27. http://dx.doi.org/10.17221/338/2015-agricecon.
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The specificity of the agricultural sector (seasonality, the methods of obtaining human resources and so on) affects the situation in the labour market. The demand of agriculture companies for qualified workers is relatively high; unfortunately, people still prefer to work in the related or other fields where they have more suitable work conditions related. Building the brand of the employer, improving the awareness of the public and increasing the loyalty of the present employees can raise the offer of vacancies and obtain new qualified employees. The aim of the paper is to identify the benefits of human resource branding in businesses arising therefrom. A partial aim is to identify the present key managerial challenges of agriculture businesses. In the work, the data collected from a questionnaire survey (n = 108) were used together with the information from the Czech Statistical Office, in the opinion of which the labour market in the agricultural sector does not exhibit a positive trend. As a part of the evaluation, a factor analysis was carried out identifying three categories of benefits (the stabilisation of workers, organisational processes, and other benefits) crucial for the employer branding in agriculture.
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Kucherov, Dmitry, and Violetta Samokish. "Employer brand equity measurement." Strategic HR Review 15, no. 1 (February 8, 2016): 29–33. http://dx.doi.org/10.1108/shr-08-2015-0068.
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Purpose – This paper aims to assess the value of the employer brand through employer brand equity. Design/methodology/approach – Based on the model of employer brand equity by B. Minchington, the core employer brand assets (employer brand awareness, associations, loyalty, perceived employment experience) for three large companies are measured and the total employer brand equity strength is evaluated. Findings – The paper demonstrates a quantitative approach to employer brand evaluation. It takes into account the core target groups of the employer brand and could be the integrated tool for the assessment of the employer brand equity strength and its separate assets. Practical implications – In the paper, the universal formula for total employer brand strength evaluation is proposed. It provides evidence that employer brand needs to be measured systematically and depending on the value of its particular assets different employer brand activities should be intervened. Originality/value – The value of this paper is to provide the human resource team with a holistic set of tools for employer brand measurement to comprehend the competitive position of the company as an employer on the labor market.
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Akhtar, Muhammad Naseer, Matthijs Bal, and Lirong Long. "Exit, voice, loyalty, and neglect reactions to frequency of change, and impact of change." Employee Relations 38, no. 4 (June 6, 2016): 536–62. http://dx.doi.org/10.1108/er-03-2015-0048.
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Purpose – The purpose of this paper is to examine how frequency of change (FC) in organizations and impact of change (IC) influence the employee behaviors, i.e. exit, voice, loyalty, and neglect (EVLN) through psychological contract fulfillment (PCF) as a mediator. The moderating role of successful past changes (SPC) is also assessed with direct and indirect relations of FC, and IC alongside employees’ behaviors. Design/methodology/approach – Hypotheses were tested among a sample of 398 financial services-oriented non-managerial-level employees in Pakistan. Bootstrapped moderated mediation analyses (using PROCESS macro) were conducted to test the main and moderated mediation effects. The authors ran series of confirmatory factor analyses to validate the distinctiveness of variables and their items in this study. Findings – The results largely supported the hypotheses. Findings showed that FC is negatively related to loyalty but positively related to exit, voice, and neglect behaviors via contract fulfillment. IC is also found to have negatively related to loyalty but positively related to exit, voice, and neglect via PCF. SPC was found to moderate the relation between FC, IC, and contract fulfillment, as well as the indirect relationship with exit, voice, and neglect through contract fulfillment and negatively between FC, IC, and loyalty through contract fulfillment. The authors found direct interaction effects of FC via SPC in relation to exit and loyalty and also found direct interaction effects of IC via SPC to exit, voice, and loyalty. Research limitations/implications – The use of cross-sectional research design does not allow conclusions with respect to causality. The most important implication of the study is that employee behaviors following organizational change can best be understood via a psychological contract framework. A future suggestion is to include more organizations based on longitudinal research design with focus on both employee and employer perspective. Practical implications – This study highlights the importance of employees’ behavioral responses and their sensemaking of PCF in a post-organizational change period. Originality/value – This study empirically investigated the effects of FC, and IC on fulfillment of psychological contract and behavioral responses of employees using a sample of non-managerial employees, and provides new insights into employee behaviors following organizational changes.
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Tsai, Philip Cheng-Fei, and Chih-Ting Shih. "When responsible downsizing strategy meets employee-oriented leadership: Implications for downsizing performance." Journal of Management & Organization 19, no. 5 (September 2013): 583–97. http://dx.doi.org/10.1017/jmo.2014.1.
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AbstractThis study examines whether a responsible downsizing strategy and employee-oriented leadership are complementary in strengthening firm performance after downsizing. This study investigated 154 firms that have used an organizational downsizing strategy with surveys and follow-up focus groups. Results of both the empirical evidence and qualitative data demonstrates that for firms adopting an employee-oriented leadership style, the level of responsible downsizing strategy is high and firm performance is significantly increased. Specifically, the results of the focus groups indicate that a responsible downsizing strategy deepens the loyalty and faith of employees to their employer. These theoretical and practical implications are also discussed.
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Voloboieva, I. O., O. I. Kravchuk, and D. V. Varshava. "The Value Dimension of the Employer Brand: Influencing the Staff Engagement." Business Inform 4, no. 519 (2021): 302–9. http://dx.doi.org/10.32983/2222-4459-2021-4-302-309.
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The article is aimed at examining the impact of the employer brand on the choice of a job seeker. After studying and analyzing the works of many foreign and domestic scholars, the main approaches to the definition of the concept of «employer brand» are considered and the authors’ definition of this concept is proposed. As result of the carried out research, both the external and the internal elements of the employer brand are systematized; the employer value proposition (EVP), constituting an integral part of the employer brand, is substantiated; a survey of LinkedIn users was conducted in order to identify the influence of the employer brand on the choice of job seekers; the main priority elements of branding are defined. The carried out research allows to conclude that employer branding and the current EVP are among the most priority directions of the company’s activity in attracting the best specialists and preserving talents in the company. The value proposition of the employer should be the strategy of the company, oriented to employees, being consistent with them. To develop a strong brand and increase the attractiveness and competitiveness of the organization, the value proposition of the employer must be unique. The EVP should be a real embodiment of the benefits offered by the company to employee, otherwise it will be impossible to retain the employees involved and form loyalty to the company in them. Prospects for further research in this direction are to determine the degree of influence of digitalization of business on the development of the employer brand, and, at the theoretical level, – a study and closer definition of some components of the employer brand.
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Șupeală, Doru. "Inspire to Hire and Win the War for Talents." Marketing – from Information to Decision Journal 1, no. 2 (December 1, 2018): 54–66. http://dx.doi.org/10.2478/midj-2018-0010.
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AbstractIn the context of a highly dynamic labour market, with the entry of the Y and Z generations in the active workforce and the shift of power balance from employers to employees, the corporate employer brand becomes a strategic element and part of the non-material capital that each company can use to attract and retain top talents and, consequently, to get business performance. This paper proposes a modern vision of leadership and talent management, in which collaboration, empathy, democratization of decisions, development of emotional connections and increasing the level of freedom for employees contribute to building an effective, attractive and sustainable Employer Value Proposition. By integrating Human Resources and Marketing management principles, objectives, activities and tactics, companies should focus on authenticity in their communications, in order to win employees’ minds and hearts in the contemporary very intense competition for talents. We suggest updating the traditional Marketing Mix to 15 elements, in order to support Employer Branding Strategies and to reach the Employer of Choice status. The essential objective is the development of a deep relationship between employees and companies, in the form of a transaction with dual value, financial and emotional at the same time. Loyalty is seen as superior and consecutive to solidly applied retention, adding emotional value to the material benefits offered by the companies to their employees.
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Leschyshyn, Ashley, and Krista Lynn Minnotte. "Professional parents’ loyalty to employer: The role of workplace social support." Social Science Journal 51, no. 3 (September 1, 2014): 438–46. http://dx.doi.org/10.1016/j.soscij.2014.04.003.
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Ersoz, Taner, Filiz Ersoz, and Deniz Merdin. "Performance Measurement in Business Management with Information Technologies." Baltic Journal of Real Estate Economics and Construction Management 6, no. 1 (December 1, 2018): 272–84. http://dx.doi.org/10.2478/bjreecm-2018-0020.
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Abstract Widespread usage of the internet and computers have facilitated a number of human resource management activities such as compensation management, performance management, vocational training and other personnel management affairs across various enterprises. It is known that the employment of a qualified labour force becomes increasingly difficult due to increasing competition conditions. Therefore, it is important to ensure that the right person is recruited for the enterprise and that he/she is attached to his/her employer. Thanks to information technologies, the recruitment process can be implemented more quickly and effectively. The present study aims at determining whether the employer-employee has a sense of trust; whether employee’s performance, disciplinary action, reporting status and significant inconvenience status are taken into account by an enterprise in the iron and steel industry. Logistic regression method is used as an analysis method. The effects of the demographic variables on the dependent variables are also determined. Considering the results obtained, it is observed that the loyalty of the employees to the employer is not very strong, but at the level of improvement, the employees do not consider working at the company for many years.
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Panagiotakopoulos, Antonios. "In-work poverty: reversing a trend through business commitment." Journal of Business Strategy 40, no. 5 (September 3, 2019): 3–11. http://dx.doi.org/10.1108/jbs-01-2019-0008.
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Purpose This study aims to explore whether employer action may contribute towards reducing in-work poverty. Essentially, the study examines the extent to which small firm owners accept as being among their core responsibilities the support of the working poor both from an ethical and financial perspective. It further explores the impact of employee-friendly policies to support the working poor on the organizational performance of small enterprises. Design/methodology/approach A qualitative approach was adopted consisting of 60 responses from 30 small firm owners and 30 employees. More specifically, the study draws on the empirical data collected through face-to-face semi-structured interviews with the firm owners of 30 low-paying enterprises operating in Greece and 30 employees working in those firms. Findings The findings reveal that employer measures to reduce in-work poverty such as systematic training, travel allowance, provision of free meals and retail vouchers, bonus schemes and other indirect financial rewards do enhance overall employee well-being, which, in turn, makes employees more engaged with their work and motivate them to “go the extra mile” for their employer. As a result, organizations appear to enjoy several benefits including less absenteeism and staff turnover, reduced errors in production and increased productivity. Practical implications The present analysis argues that a narrow focus by policymakers on both direct and indirect governmental measures (e.g. an increase of the minimum wage, childcare and housing support) to reduce in work-poverty could be problematic as there are employer instruments that could also have a direct and indirect impact on employee income that could be useful when thinking about how in-work poverty can best be addressed. The empirical work showed that the above-mentioned measures have the potential to bring various organizational benefits including increased staff loyalty, less absenteeism, improved customer service and increased productivity. Such findings indicate that there is a strong business case for employers to combat in-work poverty and provide “better” jobs to individuals. Originality/value The emphasis of research around in-work poverty has been placed predominantly on welfare state measures to support the working poor, whereas the contribution of employers has been ignored. The present study fills this knowledge gap by leading to a better understanding of whether there is a business case for employers to fight in-work poverty.
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Масалова, Юлия, Yulia Masalova, Виктория Шикина, and Victoria Shikina. "Employer Brand of a Modern Organization." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2019, no. 1 (April 18, 2019): 113–21. http://dx.doi.org/10.21603/2500-3372-2019-4-1-113-121.
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The study features the phenomenon of employer brand and its role in the management system of a modern organization. The methods involved polling and data analysis of information presented on the websites of the trade organizations in question. The article presents some results of the research of the employer brand of a trade organization in the conditions of competition for human resources and in connection with the changing requirements to their qualitative characteristics. In the case of the trade organization under consideration, the workers demonstrated loyalty, since the reputation and reputation of the company on the market was important for them. It was revealed that dissatisfaction with wages does not always lead to a change of job, although it is an important reason for discontent. Trade organizations should evaluate their brand through a system of internal and external indicators. The brand evaluation should be performed in comparison with the main competitors. The results of the study can be useful for human resources management.
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Waligóra, Łucja, and Agata Austen. "CRITICISM OF THE INTERGENERATIONAL DIVERSITY CONCEPT. TOWARDS DIVERSITY OF EMPLOYEES DUE TO AGE." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (September 30, 2019): 241–94. http://dx.doi.org/10.5604/01.3001.0013.7252.
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The diversity of employees in organizations has always aroused the interest of employers and specialists in human resource management. Interest in generational diversity has been gradually increasing since the turn of the 21st century. While many researchers support the concept of generation diversity, an increasing number of scientists question the validity of the idea that employees differ not only in age, but above all in values, approach to work or attitude to employer loyalty, have different motivational needs, and other competences. This article discusses the differences between individual, often appearing concepts: generation and cohort, intergenerational and multi-generational. Methodological challenges were also poin¬ted out when trying to thoroughly examine the differences between employees from different generations and between older and younger employees. The article also aims to verify the differences between generational diversity and employee diversity based on age. In addition, the article indicates the observation that the theoretical basis on the issue of generations, as well as previous empirical research, raise a lot of controversy and point to many substantive and research gaps, in contrast to the concept of employee diversity due to age.
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Dahms, Clifford S. P., and Terry H. Wagar. "Factors Affecting Union Member Involvement in a Closed Shop Setting." Psychological Reports 76, no. 3_suppl (June 1995): 1281–82. http://dx.doi.org/10.2466/pr0.1995.76.3c.1281.
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This study, based on responses from 283 union members, examined members' involvement in two union activities. Union loyalty was strongly related to a willingness to help organize a nonunion employer. In addition, occupying a union executive or shop steward position was associated with both helping organize a nonunion employer and voting in the most recent election.
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Bolesta, Łukasz. "Whistleblowing as a Symptom of the Duty of Loyalty to an Employer?" Annales Universitatis Mariae Curie-Skłodowska, sectio G, (Ius) 65, no. 2 (December 30, 2018): 35–46. http://dx.doi.org/10.17951/g.2018.65.2.35-46.
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Zięba, Katarzyna. "Disloyalty of Knowledge Workers to their Employing Organizations – Synectic Angle." Kwartalnik Ekonomistów i Menedżerów 23, no. 1 (January 31, 2012): 0. http://dx.doi.org/10.5604/01.3001.0009.5776.
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The above-average involvement of knowledge workers in their work is not synonymous with loyalty to the employer. Although the work performed is a kind of passion, there are many determinants, indicating disloyalty of knowledge workers to the organization. The conclusion is that the knowledge workers have characteristics of disloyal employees. Therefore, the disloyal knowledge worker can be used as a specific object of synectics, for instance: circular structure, pie chart and clusters. The characteristics of disloyalty of knowledge workers should be one of the dominant areas of interest to specialists in the management of human capital. The growing importance of this category of workers implies a problem for management and above all how to retain them in the organization. The dynamic environment is the source of many opportunities for knowledge workers, which may be reasons for their disloyalty to the employer (e.g. departure to the competition). Therefore, managers of various organizations will be forced to modify the existing management systems, taking into account the more attractive elements influencing the loyalty of knowledge workers to the organizations employing them.
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SAMOLIUK, NATALIA, HALYNA MISHCHUK, and VIKTORIIA MISHCHUK. "GENDER ASPECTS OF THE EMPLOYER VALUE PROPOSITION FORMATION ON THE LABOR MARKET." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 296, no. 4 (June 2021): 147–55. http://dx.doi.org/10.31891/2307-5740-2021-296-4-24.
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In modern conditions, the brand of the employer becomes a tool for differentiation of the company in the labour market, which allows achieving the competitive advantages in the rivalry for skilled workers. The need to develop the employer value proposition focused on the requirements and preferences of different target groups in order to strengthen the brand and increase the attractiveness of the company in the labour market is argued in the article. The priority of the components of the employer brand regarding gender differences is determined due to the survey conducted by the authors. It is proved that the expectations of representatives of different target groups regarding the HR brand may differ due to difference in age, gender, education, culture, employment status. Therefore, forming an HR-brand it is important to understand that it is impossible to attract any employee with one value proposition, i.e. EVP must be special in accordance with the expectations of each target segment. Particularly, the results of our study showed gender differences in perception of the importance of the criteria for selecting a potential job. For example, women prioritize career opportunities and a secure work environment, while men prioritize a company’s reputation in the labour market and personal development opportunities. Employer value proposition must be a real embodiment of the benefits offered by the company to the employee; otherwise, it will be impossible to retain the employees involved and maintain their loyalty to the company. It is proved that the relevant value proposition is one of the strategic directions of the company’s activity on attracting new and retaining existing employees. Prospects for further research in this area are to improve the mechanism of formation and development of HR-brand, taking into account the value propositions of the employer for different (internal and external) target groups in crisis situations.
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Linz, Susan, Linda K. Good, and Michael Busch. "Promoting worker loyalty: an empirical analysis." International Journal of Manpower 36, no. 2 (May 5, 2015): 169–91. http://dx.doi.org/10.1108/ijm-06-2013-0129.
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Purpose – The purpose of this paper is to empirically assess the link between worker loyalty and expected rewards, with special attention to reward desirability. Design/methodology/approach – Using employee-employer matched data collected from over 10,880 employees in nearly 670 workplaces in six culturally and economically diverse former socialist countries, the authors investigate the link between worker loyalty and expected rewards, taking into account reward desirability. Worker loyalty is measured using a composite of four variables related to participant’s commitment to staying at his/her organization. The authors employ both OLS and fractional logit regression analysis, clustering at the firm level, and restricting the pooled sample to include only those participants who responded to all questions used in this analysis. In the basic model, the authors include expected rewards, with an extensive set of worker and workplace controls; in the extended model, the authors add reward desirability and the corresponding interaction variables. Findings – Using pooled data, the authors find that loyalty is positively correlated with expected rewards, and most strongly linked to the intrinsic reward chance to accomplish something worthwhile. When reward desirability is taken into account, consequences of unmet expectations emerge, and the relative importance of respectful and friendly co-workers diminishes. Neither generational nor life-cycle differences in loyalty are evident. Research limitations/implications – Due to financial constraints, country samples included in the pooled data are not nationally representative; nor are workplace samples representative. Personal contacts of local project coordinators and the snowballing technique used to expand the number of participating workplaces, as well as the requirement that participants be able to read the survey instrument, may contribute to selection bias. As such, the findings should be viewed as taking a preliminary or exploratory step toward developing a more global perspective of factors influencing worker loyalty and performance until longitudinal and nationally representative data become available. Practical implications – The findings indicate a positive link between loyalty and expected rewards, and when reward desirability is included, the loyalty consequences associated with unmet expectations. While rewards identified as highly desired (bonus, job security, friendly co-workers) are positively linked to loyalty, the strongest link is associated with chance to accomplish something worthwhile. Promoting worker loyalty is linked to offering programs to develop more skills and more job autonomy among those employees who desire it, as well as meeting expectations related to promotion. Originality/value – Unlike existing studies, the authors pool data from multiple countries and control for a wide variety of worker and workplace characteristics in the analysis of the loyalty-reward structure link.
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Nurdin, Ridwan. "KESETIAAN KARYAWAN PERBANKAN SYARIAH DI BANDA ACEH." JURNAL PERSPEKTIF EKONOMI DARUSSALAM 1, no. 1 (March 2, 2017): 85–105. http://dx.doi.org/10.24815/jped.v1i1.7161.
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Employee loyalty is an important discussion that interests many scientists of human resource management and organization behaviour. It is due in addition to the loyalty of employees will benefit an employer can also be utilized for the progress and development of the organization/ company. Therefore, the Islamic view of employee loyalty Muslims need to pay attention, because the prevalent view (conventional) was considered insufficient in terms of philosophical framework or tasawurnya. The view is prevalent more emphasis to the sheer sense, then in judgment, be a pragmatic point of view prevalent materialistic. While the Islamic view is more focused on Al-Falah and Mardhatillah (hereafter earthly goodness and keredhaan Allah SWT). The issues discussed in this paper are: first, whether the criteria that Muslim employee loyalty? Second, how the results of studies that have been conducted for employees of Islamic banking in Banda Aceh, Indonesia? The purpose of this working paper is to assess the stage of Islamic banking employee loyalty in Banda Aceh, Indonesia based on the criteria in the perspective of Islam that has been formed. Writing this paper using library studies and empirical methods of quantitative form. A study carried out by involving as many as 277 respondents employees of Islamic banking in Banda Aceh, Indonesia. Data cited by using a questionnaire and analyzed using descriptive statistics and employee loyalty inferens.Terdapat five criteria of Islam, namely Amanah, Adherence to the leadership, Ikhlas, responsibility and Virtue in the workplace. The results showed an overall phase of employee loyalty Muslims in Islamic banking in Banda Aceh, Indonesia is in the high stage.Kesetiaan karyawan merupakan suatu pembahasan penting yang menarik minat banyak ahli ilmumanajemen sumber daya manusia dan prilaku organisasi. Hal ini disebabkan selain karena kesetiaan karyawan akan menguntungkan majikan juga dapat dimanfaatkan kepada kemajuan dan pembangunan organisasi/perusahaan. Oleh karena itu pandangan Islam tentang kesetiaan karyawan Muslim perlu perhatikan, karena pandangan lazim (konvensional) dianggap tidak mencukupi dari sisi kerangka kerja filsafat atau tasawurnya. Pandangan lazim lebih menitikberatkan kepada akal semata- mata, maka dalam menilai sesuatu, sudut pandangan lazim menjadi pragmatik materialistik. Sedangkan pandangan Islam lebih menitikberatkan pada Al-Falah dan Mardhatillah (kebaikan duniawi-ukhrawi dan keredhaan Allah SWT). Persoalan yang dibahas pada kertas kerja ini adalah:pertama, apakah kriteria kesetiaan karyawan Muslim itu? Kedua, bagaimana hasil kajian yang telah dilaksanakan terhadap para karyawanperbankan syariah di Banda Aceh, Indonesia? Tujuan kertas kerja ini adalah untuk menilai tahap kesetiaan karyawanperbankan syariah di Banda Aceh, Indonesia berdasarkan kriteria dalam perspektif Islam yang telah dibentuk. Penulisan kertas kerja ini menggunakan metode kajian perpustakaan dan metode empirikal berbentuk kuantitatif. Sebuah penelitian dijalankan dengan melibatkan sebanyak 277 responden karyawanperbankan syariah di Banda Aceh, Indonesia.Data dikutip dengan menggunakan instrumen kuesioner dan dianalisis menggunakan statistik deskriptif dan inferens.Terdapat lima kriteria kesetiaan karyawan dalam Islam, yaituAmanah, Kepatuhan pada pimpinan, Ikhlas, Bertanggungjawab dan Kebajikan di tempat kerja. Hasil kajian menunjukkan secara keseluruhan tahap kesetiaan karyawanmuslim di perbankan syariah di Banda Aceh, Indonesia adalah di tahap tinggi.
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Furmańska-Maruszak, Agnieszka, and Susanne Heeger-Hertter. "Combining Paid Work and Eldercare in the Netherlands in the Practice of Selected Dutch Organizations." Olsztyn Economic Journal 14, no. 3 (September 10, 2019): 255–70. http://dx.doi.org/10.31648/oej.4372.
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The possibility to balance work and eldercare in the Netherlands is determined by legal and institutional factors (such as special employment entitlements for a career in the form of leaves and a flexible working arrangement). In our paper we compare the Dutch legislation in this field with the HRM practice of four Dutch public and private (non-profit and for-profit) organizations. The aim is to check what kind of workplace eldercare assistance is provided by the organizations and what forms are applied due to legal regulations and what goes beyond these regulations and why. The results show that the relationship between employer and employee is based on mutual trust. Dutch employers are – as far as circumstances permit – more generous in practice than the specific legislation requires, mainly due to the minimum rights in the legislation. A reason for the generosity is self-interest. The Dutch regulation of sick pay can be seen as an incentive to prevent sickness as it obliges employers to continue paying the wages during sickness for a long period. Moreover, they want to build loyalty and motivation among their employees by developing a formof corporate social responsibility.
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Non, Arjan. "Training Participation and the Role of Reciprocal Attitudes." CESifo Economic Studies 66, no. 1 (January 27, 2020): 33–59. http://dx.doi.org/10.1093/cesifo/ifz022.
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Abstract Using data from the German Socio-Economic Panel, I examine the relation between workers’ reciprocal attitudes, as measured in 2005 and 2010, and participation in work-related training courses in 2007 and 2013, respectively. Theory predicts that employers find it more profitable to invest in human capital of workers who have positively reciprocal attitudes, because they are more likely to return their employer’s kindness with higher effort and/or loyalty. The findings are mixed, depending on the survey year. I find that positively reciprocal workers are more likely to participate in employer-financed training in 2007, in particular when training is general. Also, consistent with theoretical expectations, I do not find a relation between workers’ reciprocal attitudes and participation in training that is not financed by the employer. However, workers’ reciprocal attitudes are not related to training participation in 2013. A possible explanation is that employers use training to induce reciprocal feelings in a slack labour market only. (JEL codes: M53 and D91).
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Varghese, Sabu, and M. S. Raju. "Psychological Contract Breach and Organizational Outcomes: Moderating Effect of Tenure." Asian Review of Social Sciences 8, S1 (February 5, 2019): 46–51. http://dx.doi.org/10.51983/arss-2019.8.s1.1495.
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Conventional wisdom tells us that only if the employees are paid enough, they can be made happy consequently productive. However, studies have suggested that the nature of the relations between employer and employee have a vital role to play in employee’s job satisfaction, Likewise, employee’s intention to leave the organization is influenced by both money related factors and relational elements. Studies suggest that the nature of the employer-employee relationship significantly affects the employee perceptions and reactions. Psychological Contract is a model which will help one to understand the employer-employee relationship. The mutual expectations and obligations proportionate to each one’s contribution is a general way to define psychological contract. Research suggests that a breach of this contract can affect the organizational outcomes and employee reactions negatively. This study considers the psychological contract breach from the employees’ perspective. Although studies have been made on the effect of psychological contract breach on several organizational outcomes, little effort has been noticed to be made to study the effect of the commonly identified dimensions – relational contract breach and transactional contract breach- on the employee reactions. While social and emotional factors such as loyalty and support contribute to relational contract, compensation and personal benefits contribute to transactional contracts. This work is noteworthy as it assesses the effect of relational contract breach and transactional contract breach on job satisfaction and employee turnover intention. The study also examines the effect of individual level variable- tenure – on the relationship of RCB and TCB with job satisfaction and turnover intention. Respondents to this study were 228 teachers from the self-financing colleges in the district of Ernakulam, Kerala in India. The results suggest that relational and transactional contract breaches will lead to significant employee reactions- reduces job satisfaction and enhances turnover intention. Tenure moderates the relationship between relational contract breach and turnover intention but not between relational contract breach and job satisfaction. Conversely, tenure moderates the transactional contract breach- turnover intention relationship but not transactional contract breach- job satisfaction.
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Vasquez Trespalacios, Elsa Maria, and Carolina Aranda Beltran. "Fair organizations: is it possible to build them?" Visión de Futuro, no. 24, No 2 (Julio - Diciembre) (July 1, 2020): 184–93. http://dx.doi.org/10.36995/j.visiondefuturo.2020.24.02.005.en.
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The well-being of workers and the productivity of companies have been subjects of great interest in the scientific literature and in the daily life of organizations. Organizational justice is one of the factors that contributes to achieving these results. Theories that attempt to explain the effects of a perception of justice at work emphasize the relationship of reciprocity that must exist between the employee and the employer. The perception that the employer acts fairly gives rise to feelings of trust, commitment and loyalty to the employer, which has an impact on better job performance and positive attitudes in the workplace. Each of the procedures carried out in the work environment, such as the selection of personnel, performance evaluation, conflict resolution, distribution of rewards and layoffs, are at high risk of generating perceptions of injustice due to the parties involved, this is why they must be rethought in the light of the dimensions of organizational justice. The objective then is to know how the concept of justice can be applied in the most important procedures at the organizational level.
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Hasan, Mahamudul, and Md Maqbul Hossain. "Corporate Recognition Award and Reputation Dimensions on Corporate Reputation Consequences." International Journal of Asian Business and Information Management 12, no. 3 (July 2021): 191–204. http://dx.doi.org/10.4018/ijabim.20210701.oa12.
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The present study aims to investigate the influence of corporate recognition award and corporate reputation dimensions on corporate reputation consequences which are trust, satisfaction, loyalty, and positive word-of-mouth advertisements. Moreover, the study also shows the mediating impact of corporate reputation between corporate recognition award and satisfaction and loyalty. The results of the study show that corporate recognition award and corporate reputation have significant influence on trust, satisfaction, loyalty, and word-of-mouth influence. The corporate recognition dimensions also have a significant influence on corporate reputation consequences except the dimension good employer. The mediating analysis shows that corporate reputation partially mediates between corporate recognition award and satisfaction and loyalty. The results of the study indicate that corporate recognition award and corporate reputation can significantly influence corporate reputation consequences. Moreover, corporate recognition award can make a strong positive impact on consumer perception and response when the reputation of the organization is strong and positive.
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KASENOVA, A. ZH, A. ZH TUREGELDINOVA,, D. A. AMERZHANOVA, and G. A. MAUINA. "Financial management in the conditions of pandemia." Bulletin of the National Engineering Academy of the Republic of Kazakhstan 4, no. 78 (December 15, 2020): 189–93. http://dx.doi.org/10.47533/2020.1606-146x.51.
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The monetary seismic tremors caused by the pandemic have a lot to do with our financial management. Therefore, it is important that enterprises actively assess their risks and vulnerabilities from both an operational and financial perspective. To survive in this environment, businesses must act decisively to mitigate risks and plan for quick and slow recovery scenarios and associated liquidity impacts. The social instability caused by an abrupt jump to full employment in an instant and a sudden spike in unemployment fundamentally changes workers’ loyalty to their employer (or former employer). While this article focuses on financial management, tackling the coronavirus pandemic requires a comprehensive response and careful prioritization. Adding unnecessary tasks and complexity to overwhelming circumstances won’t help. Consequently, financial management actions and process changes must be designed to support business leaders and employees who will all be under pressure.
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KASENOVA, A. ZH, A. ZH TUREGELDINOVA,, D. A. AMERZHANOVA, and G. A. MAUINA. "Financial management in the conditions of pandemia." Bulletin of the National Engineering Academy of the Republic of Kazakhstan 4, no. 78 (December 15, 2020): 189–93. http://dx.doi.org/10.47533/2020.1606-146x.51.
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The monetary seismic tremors caused by the pandemic have a lot to do with our financial management. Therefore, it is important that enterprises actively assess their risks and vulnerabilities from both an operational and financial perspective. To survive in this environment, businesses must act decisively to mitigate risks and plan for quick and slow recovery scenarios and associated liquidity impacts. The social instability caused by an abrupt jump to full employment in an instant and a sudden spike in unemployment fundamentally changes workers’ loyalty to their employer (or former employer). While this article focuses on financial management, tackling the coronavirus pandemic requires a comprehensive response and careful prioritization. Adding unnecessary tasks and complexity to overwhelming circumstances won’t help. Consequently, financial management actions and process changes must be designed to support business leaders and employees who will all be under pressure.
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Kolić Stanić, Matilda, and Anton Florijan Barišić. "Social Responsibility and Loyalty in Public Relations Codes." Business Systems Research Journal 10, no. 2 (September 1, 2019): 151–62. http://dx.doi.org/10.2478/bsrj-2019-024.
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AbstractBackground: It is believed that social responsibility, the value that is strongly involved in the contemporary corporate behaviour, has also become the core value for public relations practitioners and their associations. However, there are ethical doubts concerning the question to whom a PR practitioner is actually responsible (or loyal) in the first place: to the client, the employer, the public, or society in general?Objectives: This research aims to describe how social responsibility is articulated in the documents that can be considered as the crown of public relations ethics – the codes of ethics – and additionally, how the value of loyalty corresponds to the value of social responsibility.Methods/Approach: The research is based on the content analyses of 13 codes of ethics that are delivered by 18 public relations associations at the international and the national level in the USA and the European Union.Results: Although the phrase “social responsibility” is not mentioned in codes directly, the value of social responsibility is present in very diverse ways. When the value of loyalty came into the correlation with social responsibility, the research has shown that these values exist as a separate principle.Conclusions: The public relations are a profession that tends to be socially responsible and tends to show that loyalty to clients and organizations is subordinated to public and social responsibility. Thus, the codes show that contemporary public relations, at least at the normative level, approach the two-way symmetric model and mostly promote “idealistic social role” of public relations.
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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 4, no. 1 (April 1, 2018): 221–27. http://dx.doi.org/10.2478/ejes-2018-0024.
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Abstract Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score)1, which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.
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Yaneva, Maya. "Employee Satisfaction vs. Employee Engagement vs. Employee NPS." European Journal of Economics and Business Studies 10, no. 1 (March 2, 2018): 228. http://dx.doi.org/10.26417/ejes.v10i1.p228-235.
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Human Resources are key for the success of business organizations. The science is focusing on Human Resources Management in times when technical resources are rapidly developing and significantly changing the working environment. The requirements toward the human resources are evolving as well. At the same time, the expectations of the candidates toward the employers are getting more demanding in terms of working conditions and appreciation. Employee profiles and change management are key aspects of HR management while the companies are striving to adjust their learning and development programs, working environment and structures in order to retain and develop their associates. Companies start to measure their employees’ satisfaction, than converting to employee engagement and nowadays more and more organizations are focusing on employee NPS (net promoter score), which is not only promoting the products or services of the company they are engaged in, but also the company as an employer. This paper is focusing on employee satisfaction, employee engagement and eNPS (employee net promoter score). It gives guidance what are the global trends with local impact, presenting results from several surveys on the Bulgarian market of global and local companies executed between 2012 and 2017. The primary focus of the research is to outline which channels and ways of communications are the most beneficial in the attempts of the business organizations to address their employees, boost their enjoyment and motivation and make them ambassadors of the product and services they produce, but also promote them as an employer. Presenting the outcome of the surveys is giving guidance on top drivers for employee satisfaction, engagement and loyalty. It is leading to conclusions that are enlightening the associates’ interpretation of those drivers in the different contexts of business environment. The organizations are conducting internal surveys within their global structures, but also participating in researches on the local market in Bulgaria to cross check the findings and the trends. Local cultural differences are influencing the organizational culture and trends of the business. The paper analyses the results related to the Bulgarian market and provides further recommendations as to how to address the findings resulting from the survey.
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Hlásny, Vladimír. "Job applicant screening in China and its four pillars." Economic and Labour Relations Review 28, no. 3 (May 12, 2017): 455–73. http://dx.doi.org/10.1177/1035304617704592.
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Chinese employers practise extensive personal screening of applicants during the recruitment process. This study identifies four motives for these practices – statistical, customer taste, employer taste and regulatory. It discusses their distinctive roles in the Chinese labour market and in regard to labour-market regulations. Using a convenience sample of large Chinese employers, the study evaluates the economic and institutional determinants of screening approaches and implications for firms’ performance. Statistical screening, based on the assumption that social group membership is an indicator of productivity or loyalty, is found to be related positively to employers’ capitalisation, labour-market power and private ownership, and negatively to skill supply in provincial markets. Customer-taste screening is prevalent in the services and sales sectors, and interestingly in wealthy first-tier cities. Employer-taste screening endures in privately owned firms, and in skill-intensive industries and first-tier cities, and appears linked to customer-taste screening. Some forms of screening breach anti-discrimination laws and persist because of lax enforcement of such laws, but requests for personal data on job applications forms may also reflect compliance with equity indicators. Regulatory compliance-based screening is related positively to firms’ market power, capitalisation and state ownership. The implications of the different screening practices for public policy and corporate strategy are examined.
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Камкина, Ольга, and Olga Kamkina. "A Cost Approach to the Economic Essence of the Compensation Package of Organization Personnel." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2019, no. 1 (April 18, 2019): 83–89. http://dx.doi.org/10.21603/2500-3372-2019-4-1-83-89.
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The author reveals the economic essence of the compensation package and its structure on the basis of the cost approach, which underlies the justification of the cost and the price of the created product. Costs associated with labor are its integral part. The article analyzes the definitions of such concepts as "compensation" and "compensation package" given by the authors of different scientific schools and directions. It also features the principles of formation of compensation package and its functions. When examining the essence of the compensation package, most scientists focus only on its volume component, which does not reveal the economic nature of this category. The compensation package from the position of the cost approach is defined as the converted form of cost (price) of all expenses of the employee incurred by him or her in the course of performance of functional duties according to the employment contract. The possibility of establishing the dependence of the volume and structure of the compensation package on the quality of human capital and the labor results of a specific employee allows the employer to use it as a powerful tool for motivating the personnel of the organization. The compensation package, as a complex multifunctional incentive, makes it possible for the employer to form the structure of the organization's personnel based on its strategic goals and the current tasks arising from them, to attract and retain valuable employees, as well as to increase the loyalty of the staff and motivate them to highly effective work.
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Vukovich, G. G. "PERSONNEL MANAGEMENT: THEORY AND METHODOLOGY." Economics Profession Business, no. 4 (December 10, 2019): 20–25. http://dx.doi.org/10.14258/epb201942.
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The article is devoted to the study of the theoretical platform of the personnel management system. One of the key problems remains the lack of unified methodological approaches to personnel management, which needs innovations, where workforce planning should be formed according to the company's development strategy, and additional professional training and retraining support innovation. The methodological base of the study includes the theoretical provisions of personal management. The theoretical and practical significance of the study is to substantiate the need to improve the personnel management system based on innovations in social and labor relations. System approaches covering the functionality of HR-service in a particular company and the workload of employees of this service are highlighted. It is proved that it is advisable not only to stimulate organizational behavior and encourage high-performance work, but also to motivate employees to maximize the implementation of human capital, including creativity to achieve goals. Identify and describe the direction of introduction of innovations in personnel work: the first is staff development and management of business career; the position of the employer, which involves first invest in employee knowledge and then to profit at the expense of increased loyalty; the second is the alignment of the model of material employee compensation for work performed.
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Zajchowska, Magdalena. "Provision of Work During the Period of Sick Leave and the Obligation of Loyalty to the Employer." Annales Universitatis Mariae Curie-Skłodowska, sectio G, (Ius) 65, no. 2 (December 30, 2018): 327–43. http://dx.doi.org/10.17951/g.2018.65.2.327-343.
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Gyawali, Bishnu Prasad. "Factors Influencing Employees’ Loyalty Evidence from Nepalese Corporations." Management Dynamics 23, no. 1 (March 9, 2020): 231–38. http://dx.doi.org/10.3126/md.v23i1.35582.
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Emerging world has entered into economic globalization and the information era where the business sector is now facing the ever-growing pressure from domestic and overseas competitors. More and more employers start to realize that customer loyalty depends on employee loyalty. They really understand happy loyal committed employees make for happy loyal committed customers who continue to buy the industry’s products and services. The aim of this study is to explore the factors influencing the employees’ loyalty in the Corporations. This research had been conducted to examine the important factors influencing employees’ loyalty towards pay benefits, work environment, organization culture and value and training and development opportunities. This study has used descriptive and analytical research design taking both primary and secondary data. The results show that higher employee loyalty is related to their nature of work, career advancement and recognition, relationship with their supervisors and working environment. Though employee loyalty towards the Corporations is observed positive in the study, the Corporations has unable to build loyalty in terms of employment benefits. The result of this study is useful for effective human resource management in Nepalese context.
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Alaverdov, A. R., and T. P. Alaverdova. "Selection of Candidates for Positions in Higher Education Institution from the Standpoint of Their Potential Loyalty to Employer." Vysshee Obrazovanie v Rossii = Higher Education in Russia 29, no. 1 (February 11, 2020): 37–50. http://dx.doi.org/10.31992/0869-3617-2020-29-1-37-50.
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Bohata, Kirsti. "MISTRESS AND MAID: HOMOEROTICISM, CROSS-CLASS DESIRE, AND DISGUISE IN NINETEENTH-CENTURY FICTION." Victorian Literature and Culture 45, no. 2 (May 5, 2017): 341–59. http://dx.doi.org/10.1017/s1060150316000644.
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The relationship between mistress and maid is curiously intimate yet bounded by class. Employers and their servants are caught in a dynamic of dominance and submission, in which they practice mutual surveillance. Yet the relationship may also evoke models of loyalty, devotion, and the possibility, in fiction at least, of female alliance. On the comparatively rare occasions that servants feature at all in Victorian fiction, these dynamics lend a homoerotic dimension to the cross-class relationship between mistress and maid. The positions of mistress and maid bring two women together under the same roof while separating them by class, thus providing a framework for a fictional exploration for yearning, desire, unrequited love, or sometimes union. Alternatively, a queer relationship may be obscured by the guise of employer and servant. Indeed, the mistress-maid stories discussed here often involve masquerade in some form, including cross-class and cross-gender disguises.
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Kosut, Anna. "The Duty of Care About the Good of the Workplace as a Source of Employee’s Loyalty to the Employer." Annales Universitatis Mariae Curie-Skłodowska, sectio G, (Ius) 65, no. 2 (December 30, 2018): 107–15. http://dx.doi.org/10.17951/g.2018.65.2.107-115.
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