Staff Loyalty Research Articles

THE PERSONNEL DEVELOPMENT MANAGEMENT MECHANISM IN THE SYSTEM OF HUMAN RESOURCES POTENTIAL FORMING: LESSONS FOR THE MODERN ENTERPRISES ACCORDING TO FOREIGN EXPERIENCE

The elements of the mechanism of personnel development management in the system of personnel potential formation at modern enterprises are structured and grouped. It is determined that an important role in the human resource formation at the business entity is played by the personnel development strategy, which should combine such components as: establishing strategic guidelines for personnel characteristics, choosing directions for personnel development (training, advanced training, mentoring, coaching); forming the individual career trajectories of employees; developing the internal personnel training tools and choosing of external training tools; drawing up a budget for personnel development costs; fixing the measures for retaining talents, motivating them to be loyal to the enterprise goals. It is specified that the mechanism for managing the enterprise's personnel development should combine such elements as: goal, objectives, subjects, objects, tasks, functions, principles, and methods of professional development of employees. It has been established that the employee development mechanism functioning is influenced by the state of resource provision and the level of professionalism of the HR-management of the business entity. Analysis of personnel indicators of Ukrainian enterprises allowed us to conclude about high staff turnover, inability to form a high-quality employer brand, inability to maintain staff loyalty. It is proposed to borrow the foreign experience in forming human resources potential through mechanisms of recruitment, staff development and creation of such working conditions for them that will maintain a stable desire of the employee to remain part of the team and work to achieve the company's goals, conscientiously fulfilling their job duties. Approaches used in foreign practice of personnel development management are identified and the possibilities of their introduction into the activities of Ukrainian enterprises are established. It is substantiated that personnel development management should be one of the areas of strategic management of a modern enterprise.

Transformation of the role of the corporate culture of the organization in the formation of staff loyalty

Transformation of the role of the corporate culture of the organization in the formation of staff loyalty

The impact of organizational incentives on the loyalty of studying abroad teachers in Hainan, China: The mediating role of organizational commitment

Competition in higher education is essentially a competition for talent, particularly manifested in the competition among high-level university teachers. Therefore, enhancing teachers' loyalty to their profession and universities, controlling talent turnover, and establishing a responsible and well-structured teaching staff are fundamental to the sustainable development of universities. This study, based on the motivation-hygiene theory, utilized convenience sampling to conduct a questionnaire survey on internationally studying teachers from 21 universities in Hainan Province, China. A total of 667 valid questionnaires were collected, and a structural equation model was employed to investigate the influence of organizational incentives in Hainan's universities on the loyalty of international teaching staff; as well as the mediating effect of organizational commitment of international teachers between organizational incentives and loyalty. The research results show that both organizational incentives and organizational commitment can positively predict teachers' loyalty, and organizational incentives can positively predict organizational commitment. Organizational commitment plays a partial mediating role between organizational incentives and teachers' loyalty. Based on this, this study suggests that university administrators should establish a reasonable incentive mechanism and cultivate the organizational commitment of overseas-study teachers, in order to comprehensively enhance the loyalty of overseas-study teachers and ensure the stability of the teaching staff.

Putting patients first: when home-based care staff prioritise loyalty to patients above the system and themselves. An ethnographic study

BackgroundThe growing number of older people worldwide poses challenges for health policy, particularly in the Global North, where policymakers increasingly expect seniors to live and receive care at home. However, healthcare professionals, particularly in home-based care, face dilemmas between adhering to care ideals and meeting external demands. Although they strive to uphold ethical care standards, they must deal with patients’ needs, cooperation with colleagues and management guidelines. Home-based care is an essential part of healthcare services in Norway, but staff struggle with high patient numbers and time management. This article focuses on how staff deal with ethical challenges related to contextual and organisational constraints.MethodsAn ethnographic fieldwork in three municipalities in South-East Norway. The first author conducted three to four months of participant observation in each municipality. In addition, she conducted in-depth interviews with key informants in two municipalities and a focus group interview with seven home-based care workers in one municipality. The data was analysed by using a reflexive thematic analysis.ResultsStaff in home-based care are frequently more loyal to the patient than to the system and to their own needs. To provide good care, all informants disregarded the patient’s formal decision, i.e. they provided more care than the formalised decision stipulated. To prioritise beneficence to patients, informants also disregarded some of the rules applicable in home-based care. In addition, staff accepted risks to their own safety and health to provide care in the patient’s home.ConclusionThe loyalty of home-based care staff to their patients can go beyond their loyalty to the rules of the system and even their own safety. This commitment might be attributed to a sense of doing meaningful work, to providing relationship-based and individualised care, and to strong moral courage. However, the staff’s emphasis on flexibility and individualised care also brings challenges related to unclear boundaries related to patient care.

ВЛИЯНИЯ ЛОЯЛЬНОСТИ ПЕРСОНАЛА НА ПРОЦЕСС ЭФФЕКТИВНОГО ФУНКЦИОНИРОВАНИЯ ОРГАНИЗАЦИИ

The study is devoted to the urgent problem of studying the influence of staff loyalty on the process of effective functioning of an organization in the dynamic turbulent socio-economic situation of recent years in the Russian Federation. In a period of insufficient personnel caused by demographic reasons and at the same time high rates of staff turnover, the study of the influence of staff loyalty on the process of effective functioning of the organization comes to the fore. A theoretical analysis of the influence of staff loyalty on the process of effective functioning of the company was carried out. The study presents the main aspects of the influence of staff loyalty on the process of effective functioning of the organization. Attitudinal and behavioral approaches to the definition of “loyalty” of personnel are outlined. A formulation is given to the basic concept of “loyalty” of personnel, which is revealed as the quality of an employee’s personality, determined by the willingness to adhere to the principles and established rules of the company, and the attitude towards the performance of job duties at a high level to maintain the functioning of the organization. The criteria for staff loyalty are highlighted, for example, such as: level of staff satisfaction with the conditions and results of work; emotional attachment to the organization (external and internal manifestations); degree of trust between management and employees. A description is given and the results of a practical study of the influence of staff loyalty on the process of effective functioning of the organization are presented. Of particular empirical importance are practical recommendations for the HR manager to determine the influence of staff loyalty, based on the use of methods for assessing the level of loyalty; research into the relationship between loyalty and company performance; analysis of received materials during feedback; monitoring of key indicators of the company’s operational efficiency and effectiveness.

ПРОФЕССИОНАЛЬНЫЙ СТРЕСС В УСЛОВИЯХ ГЛОБАЛЬНЫХ ИЗМЕНЕНИЙ

In the modern world, the HR brand occupies a key place in the company’s personnel strategy. Demonstrating its values and mission allows a company to attract only those employees with whom the company has similar views. At the same time, the development of internal HR branding increases the loyalty of personnel, which in the future also allows increasing brand awareness among job seekers. The formation of an HR brand directly depends on the events and tools that the company chooses for itself. The significance of the study is due to the fact that in the modern world, the competitiveness of an organization is determined not only by the quantity and quality of products produced, but also by the quality of human capital that needs to be attracted and retained. The formation of an HR brand contributes to solving organizational problems in two vectors: implementing the HR management process within the organization; attracting potential personnel using the attractiveness of the company’s HR brand. HR branding is a set of activities that are organized and implemented by the company’s HR/PR departments. Their main goal for fulfilling organizational tasks is to increase the company’s recognition in the market, attractiveness to potential future employees, and increase the company’s support from existing personnel. External HR branding is manifested in organizational activities aimed at increasing the attractiveness of potential personnel and hiring candidates who meet the requirements. Intra-organizational HR branding is aimed at developing loyalty, support, involvement and commitment of staff to the interests and mission of the organization. The company’s HR brand, as an important component of its effective development, is part of the organization’s mission, serves to achieve its goals in a competitive market.

An Empirical Evidence of Employee Loyalty in the Private Sector

Loyal employees are considered a valuable asset and a key factor in an organization's success. Since replacing employees can be expensive, it is essential for employers to acknowledge the loyalty of their workforce. In line with this perspective, the study seeks to assess the level of employee loyalty at Company A. Using a quantitative research approach, data was gathered from 208 employees of a private company through a structured questionnaire. The responses were analyzed descriptively with the aid of graphs. The results revealed that employee loyalty was notably high. The study provides empirical insights for employers to better understand their staff's loyalty to the organization.

THE INTERSECTION OF ESG PRINCIPLES AND CORPORATE PERFORMANCE: INSIGHTS FROM EXISTING RESEARCH

Purpose: To understand how ESG (environmental, social, and governance) practices influence staff involvement and company performance. The study seeks to provide a complete knowledge of the impact of ESG principles on many aspects of organizational performance, as well as recognize gaps in the existing literature and propose future research topics. Design/Methodology: It conducts a comprehensive literature review to investigate the impact of ethical business practices on organizational performance. The study summarizes previous research and provides theoretical frameworks to support the relation between ESG practices and company success. Furthermore, the study investigates the effects of ESG activities on employee involvement, particularly in hybrid workplaces, as well as the link between behaviour at work, sustainability principles, and psychological characteristics such as motivation and engagement. Findings: The report emphasizes the importance of ESG practices for boosting organizational performance, employee loyalty, and company reputation. It demonstrates that, while plenty of study has focused on financial results, there is still a need to investigate the exact processes via which ESG enhances worker engagement and performance. The findings demonstrate that ESG activities have a beneficial impact on staff engagement, especially in hybrid work contexts, and highlight the vital role of sustainability ideals in improving job behaviour and motivation. Practical Implications: The study offers useful information for companies looking to develop effective ESG initiatives. Companies may build more targeted and effective ESG programs if they understand the variables that drive staff engagement and organizational performance. This, in turn, can lead to greater employee dedication, improved organizational performance, and a more solid business reputation. Originality Value: This study covers a significant gap in the literature by examining the particular mechanisms and long-term consequences of ethical business practices on staff loyalty and organizational performance. It provides conceptual frameworks and concrete insights that add to the growing corpus of research on the link between ESG practices and business performance, laying the groundwork for future investigations. Paper Type: Literature Review KEY WORDS: Employment Engagement, Organizational Performance, ESG

Organizational Communication Strategies in Building Loyalty of Educators and Educational Staff at Pesantren Ar-Raudlatul Hasanah Medan

Organizational Communication Strategies in Building Loyalty of Educators and Educational Staff at Pesantren Ar-Raudlatul Hasanah Medan

Effectiveness of Job Responsibility Initiatives for Satisfaction on Commitment of Non-Academic Staff In Universities in Kenya: A Case of University of Eldoret

The level of job commitment by non-academic staff in universities is a critical factor that influences organizational success. By creating a supportive work environment, offering growth opportunities, promoting work-life balance, and recognizing employee contributions, universities can enhance the job commitment of their non-academic staff and ultimately improve overall performance. By balancing workload, providing support, recognition, and growth opportunities, institutions can cultivate a more committed workforce that contributes positively to the overall success of the university. The level of satisfaction obtained from job responsibilities assigned to nonacademic staffs in universities plays a significant role in determining their commitment levels. Incorporating job responsibilities into the management and leadership practices within universities, universities can foster a work environment where non-academic staff feel fulfilled, engaged, and committed to their roles and the mission of the university. However, this is deficient in most universities, including Kenya, which is contrary to a multifaceted role non-teaching staff play in supporting national development goals in many nations. The purpose of this study was to evaluate the extent to which effectiveness of job responsibility influences commitment of non-academic staffs in University of Eldoret in Kenya. The study was based on expectancy theory of motivation. This study adopted on a quantitative research approach. The study utilized a correlational research design to determine the extent of relationship between job responsibility and commitment of non-academic staff in the research site. A sample size of 137 nonacademic staffs was drawn from target population of 208 using Yamane formula. both Stratified random sampling and simple random samplings were used to select units of analysis. Structured self-administered questionnaires were used for primary data collection. Data analysis utilized descriptive statistics as well as inferential statistics with the aid of the Statistical Package for Social Sciences (SPSS) version 25. Analyzed data was presented in using suitable tables and figures. The study’s findings revealed a positive significant relationship between job responsibility and commitment of workers (β1=0.802, p=0.000 < 0.05). The study concluded that there is a significant relationship between job responsibility and commitment of non-academic staff in the university of Eldoret.

Assessment of loyalty factors of employees in pharmaceutical organizations

Assessment of loyalty factors of employees in pharmaceutical organizations

КАК ИЗМЕРИТь УРОВЕНь ВОВЛЕЧЕННОСТИ ПЕРСОНАЛА

The level of staff involvement is a very important tool for personnel management and business in general. Modern organizations often face the problem of insufficient efficiency of employees, lack of motivation to work. In most cases, the root of the difficulties lies in the lack of involvement of staff. Employers expect high results from their employees, but, unfortunately, pay little attention to the development of their interest in the work itself. In this regard, in their article, the authors emphasize the importance and significance of periodic monitoring of involvement and identification of the level of involvement and loyalty of staff. The authors of the article consider the indicators by which employers and HR specialists conduct such an assessment and offer ideas to strengthen employee engagement.

СУЧАСНІ ТЕХНОЛОГІЇ УПРАВЛІННЯ ЛЮДСЬКИМ КАПІТАЛОМ: ВПЛИВ НА ЛОЯЛЬНІСТЬ ПРАЦІВНИКІВ

In the article authors investigated the critical significance of evaluating the efficacy of human capital management technologies and their influence on organizational staff loyalty. The impetus for this study arises from the prevailing adverse conditions within Ukraine's labor market and its ongoing stagnation, which negatively affect business performance. The contemporary business landscape necessitates that both private and public sectors should adopt advanced human capital management technologies to enhance employee efficiency and loyalty and overall organizational effectiveness, ultimately striving to fulfill strategic objectives. These technologies not only serve to optimize operational performance but also function as effective instrumental tools for managing staff loyalty, particularly in times of resource constraints and under crisis conditions. The primary aim of this article is to provide a theoretical framework that substantiates the effectiveness of contemporary human capital management technologies and their role in fostering employee loyalty. The research methodology employed encompasses methods of systematization, generalization, and analytical examination. In the article, the authors summarized the characteristics of a staff's human capital and analyzed the specifics of the influence of human capital management technologies on employee loyalty. The components of modern human capital management technologies are characterized and a conclusion is made about their primary focus on individual technologies aimed at building partnership relations with employees, while collective technologies mainly provide the basic needs of the team and the employee. The findings of this study contribute to a deeper theoretical comprehension of the concepts of 'human capital management', 'technology effectiveness', and 'staff loyalty' while also establishing a demonstrable link between these technologies and enhanced staff satisfaction and loyalty. The authors propose future research directions with focusing on a comprehensive analysis of the specific impact that various human capital management technologies exert on the broader spectrum of stakeholder loyalty and the attainment of strategic organizational goals, particularly amid resource crises.

КОНЦЕПТУАЛЬНЫЕ ПОДХОДЫ К ИССЛЕДОВАНИЮ ЛОЯЛЬНОСТИ ПЕРСОНАЛА ПРЕДПРИЯТИЙ СФЕРЫ УСЛУГ

In a highly competitive labor market, an important goal of every service enterprise is to develop high HR potential, which will ensure competitive advantages and will also contribute to the formation of a positive employer image. Activities in the field of attracting, developing and retaining personnel should be aimed at achieving this goal, the effectiveness of which is largely determined by the level of loyalty of employees to the enterprise. To develop a program for managing staff loyalty, management should not only understand its significance, but also understand the essence and specifics of various approaches to considering loyalty. This will allow you to choose rational tools for forming and developing loyalty of both current and potential employees of the enterprise. The article systematizes existing approaches to the interpretation of the concept of “loyalty”. The features of the theory of personnel loyalty within the framework of the behavioral approach are highlighted. The specifics of the attitudinal approach to determining staff loyalty are revealed. The prerequisites for the emergence of employee loyalty in the context of the attitudinal approach have been identified. The author’s vision of personnel loyalty in the personnel marketing system of a service sector enterprise is presented.

АКТУАЛЬНОСТЬ ЛИДЕРСТВА HR-СПЕЦИАЛИСТА В РОССИЙСКИХ КОМПАНИЯХ

The article presents an analysis of the approaches of domestic and foreign authors to the problems of leadership in the organization and their relation to the request for the leadership of an HR specialist. Leadership is considered as a mandatory element of management that determines both the management style in the company as a whole and the specifics of the work of an HR specialist in particular. The study reveals the specificity of the influence of an HR specialist on the corporate culture and staff loyalty in connection with the request for a leadership from the management. It has been established that the most popular leadership style of an HR specialist is an advisory style, in which goals and methods to achieve them are discussed, but the final decision on both goals and methods is made by the head. The authors analyzed the relationship between the leadership of an HR specialist and the relevance of the tools used in the activities of HR services. Based on the results obtained, recommendations were formed to identify the need for HR leadership and to build efficient interaction between managers and HR specialists.

THE IMPACT OF LEADERSHIP STYLE AND LOYALTY ON THE PERFORMANCE OF FACULTY AND EDUCATIONAL STAFF IN HEALTH EDUCATION INSTITUTIONS

Every institution requires optimal performance from its members to achieve expected goals. This research aims to determine the influence of leadership style and loyalty on the performance of faculty and educational staff in health education institutions. This study employs a correlational quantitative method. The research population consists of faculty and educational staff in health education institutions, and the sample is determined using simple random sampling in 44 faculty and 19 educational staff participants. The study is analyzed using validity tests, reliability tests, normality tests, and hypothesis tests, including T-test, F-test, adjusted R2, and linear regression. The results reveal that the leadership style implemented by leaders in health education institutions is participative. The levels of loyalty and performance of faculty and educational staff are very high. The hypothesis test results indicate the correlation coefficient for the influence of leadership style on the performance of faculty and educational staff is -0.118 with a significance value of 0.357. Meanwhile, the correlation coefficient for the influence of loyalty on performance is 0.320 with a significance value of 0.011. The F-test result is at 0.000 with an R2 of 0.107. Concluded that the leadership style implemented by leaders in health education institutions has a very low, negative, and insignificant influence, meaning that the higher the leadership variable value, the lower the performance variable value.

MENGEKSPLORASI IMPLEMENTASI KEPEMIMPINAN ADAPTIF DI SEKOLAH ISLAM TERPADU

This article intends to analyze the implementation of adaptive leadership principles in SD Islam Terpadu Al Adha Kuningan. The era of disruption is a time of changes in the system of human life including education. Adaptive leadership is a leadership style that is considered relevant to be applied in an era of disruption that is difficult to predict. The application of adaptive leadership is reflected in the implementation of key principles, namely the application of context understanding, the principle of long-term thinking, the principle of commitment to continuous change, and the principle of continuous learning. The method used is a case study. The results showed that SD Islam Terpadu Al-Adha Kuningan has implemented the principle of understanding the context reflected in the concept of establishing a school formed from the results of identifying community needs. In addition, understanding the context is also reflected in the school's process of compiling its Islamic curriculum. The principle of long-term thinking has also been implemented in SD Islam Terpadu Al-Adha Kuningan which is reflected in the development of long-term vision, action plans and improving the quality of the school team's abilities. The principle of commitment to sustainable change has also been implemented in SD Islam Terpadu Al-Adha Kuningan which is reflected in the loyalty of teachers and staff who still survive at SD Islam Terpadu Al-Adha. Furthermore, there is a school program that seeks to strengthen a sense of kinship in schools. Meanwhile, Al-Adha Kuningan Integrated Islamic Elementary School on the principle of continuous learning has not been fully implemented. This is reflected in the development of learning is still student-oriented. Keywords: Disruption; Adaptive Leadership; Principles of Adaptive Leadership

Work-life Balance and It's Impact on Job Satisfaction With Special Reference to School Teachers of Vijayawada

Current changes in society and economy, through global competition and work culture have made employees find difficulty in balancing the two important areas of their life; work life and family life which continually keep them under pressure that directed to dissatisfaction of job, as a result of this would in turn into imbalance in their work and private life. Work-life balance is about people having a measure of control over when, where and how they work. It increases effectiveness as well as improves satisfaction, in both the professional as well as personal lives. The success of any institution based on the performance of its employees, which in turn based on various variables. So, the present study aims to examine the “impact of work life balance on job satisfaction amongst elementary school teachers. The present paper presents a summary of the literature on the value of work –life balance and job satisfaction. The key independent variables work-life balance; long hours of work, pressure/stress on work, intention to change a job, flexible working conditions/environments which serves as an indicator of work-life balance while dependent variable job-satisfaction includes salary level, interpersonal relationship, spend time with family, balance between work and life, staff loyalty as it levers. A survey of 350 school teachers via self-administrated questionnaire with the help of quota sampling technique is conducted with the response rate of 83%. Four sets of hypothesis are developed which relate directly to the research question. SPSS is used to perform reliability, descriptive, correlation and regression analysis. The findings suggest that in schools work-life balance has not much impact on teacher’s job-satisfaction. The reason of such results may be due to the uncertain circumstances, the huge rate of inflation and smaller numbers of job opportunities, lack of application of nationwide laws etc. The last section of the paper concludes along with Recommendation to scope for Future Research.

Fostering organizational commitment through employee participation in decision making

The present study was carried out among bank staffs in Warri and Abraka, Delta State. The study seeks to ascertain the effect of employee participation in decision making on organizational commitment of bank staffs in Delta State. The population of study comprised employees of banks in Warri and Abraka, Delta State. The sample for the study was given as 240. Out of the 240 questionnaires administered to the participants only 220 were returned while 20 were not returned. The data obtained from the questionnaires were analyzed using descriptive statistics such as frequency count, percentage, mean, and standard deviation to answer the research questions. The hypotheses developed was tested using regression analysis. The findings show that there is a significant positive relationship between employees’ participation in decision making and organizational commitment. The study, therefore, recommends among others that the management of the institutions should continue to allow employees to participate in the decision-making process for increasing employee commitment.

The meaning and role of personnel loyalty in the context of ensuring the economic security of an economic entity

In modern conditions of business management, one of the key factors in ensuring economic security is staff loyalty. In the work, the author emphasizes that the lack of staff loyalty can significantly harm the business entity. First of all, this can lead to the leakage of confidential information, a decrease in product quality, a negative impact on the company's reputation, and even unprofitability. On the other hand, the presence of staff loyalty can have a positive impact on the financial condition of an economic entity. Employees who feel loyalty to the company are more likely to improve their work efficiency and improve product quality. This, in turn, can lead to increased profits and strengthen the company's position in the market. According to the author, the loyalty of the staff is an integral element in ensuring the economic security of an economic entity. To create employee loyalty, it is necessary to create comfortable working conditions, conduct staff training and development, and maintain corporate culture and values. The commitment of the company's employees and their loyalty can be created not only through the improvement of working conditions, but also through the optimization of management. The management of the company should be transparent, honest and fair, while not only rewarding those who show good results, but also helping those who are experiencing difficulties to improve their work. The author notes that the company should provide its employees with opportunities for professional growth, organize trainings and seminars, and encourage participation in conferences and exhibitions. This will help employees expand their knowledge and skills, as well as see that their work is valued and required in the organization.