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Exploratory study of organizational ...

Burke, W. Scott.

Exploratory study of organizational loyalty: Comparison between senior executives and employee views.

紀錄類型:	書目-電子資源 : 單行本
正題名/作者:	Exploratory study of organizational loyalty: Comparison between senior executives and employee views./
作者:	Burke, W. Scott.
面頁冊數:	239 p.
附註:	Source: Dissertation Abstracts International, Volume: 67-04, Section: A, page: 1423.
Contained By:	Dissertation Abstracts International67-04A.
標題:	Business Administration, Management. -
電子資源:	Download PDF (下載PDF全文)
ISBN:	9780542627583

Exploratory study of organizational loyalty: Comparison between senior executives and employee views.
Burke, W. Scott.

Exploratory study of organizational loyalty: Comparison between senior executives and employee views. - 239 p.

Source: Dissertation Abstracts International, Volume: 67-04, Section: A, page: 1423.

Thesis (Ed.D.)--Pepperdine University, 2006.

The incongruence between organization's and employee's expectations and manifestations of loyalty is estimated to cost American businesses 60 to 70 billion dollars annually. As businesses try to implement strategies to increase organizational loyalty often the differences of perceptions, expectations, and manifestations of loyalty between employees and senior executives impedes the success of these strategies.

ISBN: 9780542627583Subjects--Topical Terms:

1000005542
Business Administration, Management.

Exploratory study of organizational loyalty: Comparison between senior executives and employee views.
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245 1 0 $a Exploratory study of organizational loyalty: Comparison between senior executives and employee views.
300 $a 239 p.
500 $a Source: Dissertation Abstracts International, Volume: 67-04, Section: A, page: 1423.
500 $a Adviser: Kay Davis.
502 $a Thesis (Ed.D.)--Pepperdine University, 2006.
520 $a The incongruence between organization's and employee's expectations and manifestations of loyalty is estimated to cost American businesses 60 to 70 billion dollars annually. As businesses try to implement strategies to increase organizational loyalty often the differences of perceptions, expectations, and manifestations of loyalty between employees and senior executives impedes the success of these strategies.
520 $a The purpose of this exploratory study was to explore these perceptions, expectations, and manifestations of employee and executive loyalty in three organizations in the United States.
520 $a The investigator found 6 tenets constituted the core of loyalty as described by employees and senior executives when asked what it meant to be loyal. These were: (a) Engagement, (b) Affiliation, (c) Trust, (d) Respect, (e) Recognition, and (f) Pride.
520 $a In addition, the fundamental organizational elements of relationship, environment, rewards, growth, and balance were found to influence the level of loyalty manifested by the workforce. These organizational elements correspond to what employees and senior executives expect from the organization and affect the intensity of their behaviors as they relate to the core loyalty tenets. Though senior executives and employees did not share the same exact perceptions, there were not any considerable differences within these 2 groups of individuals from these 3 organizations.
520 $a Organizations could focus on these core loyalty tenets and organizational elements as a means to strengthen the relationship between the workforce and the organization. Strategies for developing loyalty must be supportive of the organizational elements that influence the level of loyalty. A stronger level of engagement among all members of the organization must be sought if the costs of continued high turnover are to be mitigated.
520 $a Other recommendations included: (a) providing an emphasis on strong and committed leadership that is augmented with clear communication strategies, (b) providing a safe and secure environment; (c) providing tangible rewards that incorporate compensation and benefits and providing intangible rewards such as recognition; (d) providing personal growth along with a strategy for organizational growth; (e) providing an environment where there is support from managers and coworkers to help balance the workforces' personal and work lives.
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