Organizational Loyalty Theory

Organizational loyalty is the strength of the individuals and with their organization. According to the Allen & Meyer, employee loyalty is a psychological condition, psychological bond among organizational management and employees which reflects the relationship of the individual in the organization in which he or she working. Also, the loyalty as a strength of correlation of the individual who working organization, and that the individual who shows a high level of organizational loyalty in the organization in which it activates it has a robust confidence to take the goals and values of the organization, ready to provide every possible exertion to serve the organization, and has a strong aspiration to continue working in such organization.

The reporter selected Allen & Mayer’s model which is known as the three-factor-model of organizational commitment because it is based on three elements:

1. Emotional loyalty. This element is influenced by the degree to which an individual realizes the distinctive characteristics of his work in terms of the degree of independence, its importance, the required skills, the availability of supervision and guidance. It is also influenced by the degree of employee 's sense of loyalty that the environment in which it operates allows active participation in the course of decision-making both in terms of work or its own thing. 2. Moral loyalty: Moral loyalty can be means as the sense of commitment of the employees towards staying with the organization, and often this is enhanced by good support by the organization for its employees, allowing them to participate and positively interact, not only in the manner of implementing procedures or carrying out the work, but to provide maximum contribution to the development and achievement of goals, planning and policy-making for the

Therefore through a training program expecting that aims to change the behavior of the employees toward achieving the organizational objectives and the goals of the organization in terms of all the skills of their related work.

In developed countries as well as in the Sri Lanka’s premium organizations are spending a lot of organizational money to train, reorient and develop their employees’ performing capacities, and skills. With these expectations organizational managements’ efforts to raise the efficiency of their employees upsurge of productivity, helping to achieve the objectives of the organization and achieve personal aspirations sought by many employees.

Organizations’ managements are providing development programs to employees with the expectation of readying their employees for future jobs and organizational