Employee Loyalty In The Workplace

If employees don 't connect with the values of an organisation, appreciate the contribution they can make, or do not feel that their employer cares or values them; they will not feel committed to the organisation or motivated to perform well. The strength of this is its focus on a specific physical and psychological state of being, meaning that it can be reliably measured and acted upon. Employee engagement as a concept has become increasingly main stream in management thinking over the last decade. It proposes a ‘mutual gains’ employment relationship, creating a win-win for employees and their employers. It’s usually seen as an internal state of being, physical, mental and emotional, but many also view it as encompassing behaviour and in particular work effort.

It’s essential to create a company environment where compensation rewards employees for company loyalty. Strategic plans that reward and correctly compensates employees who have dedicated themselves to the company for many years will result in a positive work environment with low turnover rates. In addition, it further helps recruitment when the company can retain employees for a long time because it shows new employees that the company values workers who choose to remain with the company long term. Therefore, showing happiness with the company and further dedication to the organization. By correctly compensating employees and offering further pay incentives such as bonuses or paid time off, the company will suffer less from employee turnover, which will benefit their success in the long run.

These advantages are Respect in the field, career development, job security, job satisfaction and any other benefits. It is difficult to pass the CPA examination which means that people will be more likely to show respect in the field. Becoming a CPA will also help your career. Many employers look for elite level accountants to hire and move up within a company and CPA’s are always top candidates. The certification will also help your job security which in turn will help your job satisfaction.

Employers often fail to realize that the employees are the people who are one of the major determining factors in the success of a company. People resist change because they do not feel that the company has their best interest at heart. In order for an organization to have a successful change there can not be any form of mistrust between the employees and their employers. Being able to trust an individual involves person having faith in their intentions which is vital. The organizations that have a stable relationship and trust their managers and staff have a higher level of respect for the company and their purpose which lessens the resistance within the employees.

Maersk decided that they would recruit from the inside, this does save money and time. When a company recruits internally it benefits both the company and the employee. Promoting from within the company helps builds company loyalty by offering promotions to their employees (Snell, 2015). The employee may decide to stay with the company longer and it may even be a pay raise for that position. This could also be the opposite, as the employer knows what the employee makes and may not offer the same pay or benefits as they would an external recruit.

The professional conduct of employees is evident in the way they conduct themselves. Employers want to hire people to who can help make the company money or save money. Employers want candidates that have the best attributes, willing take on challenges and can undertake mind-numbing job without objections by using a positive attitude. According to an article President Hinckley stated, “Though my work may be menial, though my contribution may be small, I can perform it with dignity and offer it with unselfishness. My talents may not be great, but I can use them to bless the lives of others.” Employers look for individuals that can work well with others, therefore, assisting everyone to flourish.

This level of engagement is driving the business forward, however there is controversy over the definition of employee engagement but the one common theme many academics agree on is that for employee engagement to be switched on there must be psychological and behavioural factors hence why the sense of ownership from the management team in my organisation has influenced the level of satisfaction and job involvement. This is a positive engagement from the management team in our organisation and as a result the organisation is out performing itself year on year Gruman and Saks

There are always some advantages to in-person social interaction, but opening up more methods of communication improves interaction and relationships between colleagues and even with clients and customers. 5. Employees Feel Valued A Forbes survey revealed that remote workers are much more likely than non-remote workers to feel valued at their jobs. This is important for employee morale as it will make certain that people will work better and will be more likely to stay in their jobs for longer, decreasing turnover and cutting the costs of recruitment and employee training. 6.

Motivation for work can come from monetary rewards, employee benefits, job promotions, as well as an inspiring team leader. If you are one who is only concerned with the stability of the job, and is satisfied with having a fixed income, then all you have to do is to complete the expected duties and go about having a routine job scope. Unless you are someone who is ambitious and wants to climb up the corporate ladder, you will try to spur yourself to work even harder to impress your bosses, so that there is a higher chance of a job

Tuition reimbursement increases an employee’s general skills and therefore his or her voluntary turnover (Becker, 1962). Instead, this theory would support firm specific training because increasing these skills would lead to greater firm productivity, and the skills would be less transferable between companies. Firm specific education would not increase employee turnover because the acquired skills would be too specific for other firms to capitalize on (Campbell, 2012). Firm-specific education also creates a stronger relationship between employee and employer. Griffith and Lusch (2007), state that the employee and employer want to continue their relationship because the specialized capital benefits both of them.