Employee Loyalty And Its Impact On Firm Growth

Antončič, Jasna Auer; Antončić, Boštjan

doi:10.19030/ijmis.v15i1.1598

Cited by 33 publications

(33 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Employee loyalty was found positively associated with quality orientation which means that employees with an attitudinal inclination of loyalty for their firm are more likely to exhibit factorable behaviors geared towards attainment of general goals of the firm such as high-quality service orientation for customers. This finding is consistent with the findings of Antoncic and Antoncic [52] who report a positive relationship between employee loyalty and firm's growth.…”

Section: Discussionsupporting

confidence: 93%

See 1 more Smart Citation

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

2018

View full text Add to dashboard Cite

Transformational training programs, employee loyalty and quality orientation of employees have been some of the important concerns for both academicians and practitioners for decades. Yet, little is known about their underlying relationship dynamics, especially in the context of higher education institutions. The pivotal aim of this study was to investigate the interplay of transformational training programs, loyalty and quality orientation of employees. For this, a causal model demonstrating the direct and indirect relationships of transformational training programs, employee loyalty and quality orientation was built and tested. Data for this study were collected from 212 (n = 212) academics (deans, head of departments and faculty members) from all private sector universities in Amman, Jordan, through a cross sectional survey. Results indicated that both direct and indirect effects of transformational training programs on quality orientation of employees were significant. More specifically, the positive effects that transformational training programs have on quality orientation of employees are through employee loyalty. This finding significantly advances the existing body of knowledge and implies that transformational training programs enhance employees' loyalty which, in turn, escalates employees' orientations towards quality. Hence, it is concluded that the objective of inculcating quality orientation amongst employees cannot be achieved with mere reliance upon transformational training programs. Several contextual factors, such as employee loyalty, should also be focused on and fostered to ensure the effects that training programs have on certain desirable outcomes.

show abstract

Section: Discussionsupporting

confidence: 93%

“…A study by Antoncic and Antoncic [52] investigated the relationship between employee loyalty and firm's growth. Findings indicate that employee loyalty and firm growth are positively associated.…”

Section: Hypothesis 2 Transformational Training Programs Would Be Pomentioning

confidence: 99%

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

2018

View full text Add to dashboard Cite

show abstract

“…It refers to a person's preparedness to defend another person or entity irrespective of the opinion of others. According to Antoncic and Antoncic (2011), employees are loyal when they believe in the objectives of the company, accept the objectives as their own, work for their common welfare, and want to stay in the company. Employee loyalty is a deliberate commitment to further the best interests of one's employer, even when doing so may demand sacrificing some aspects of one's self-interest beyond what would be required by one's legal and other moral duties.…”

Section: Concept Of Loyaltymentioning

confidence: 99%

Factors Motivating Employee Loyalty and Employee Retention in Deposit Money Banks in Nigeria

Adedeji¹,

Ugwumadu²

2018

IJHRS

View full text Add to dashboard Cite

For some time, the banking sector in Nigeria has been witnessing incessant labour turnover. The study focused on the factors motivating employee loyalty and employee retention in the deposit money banks. This study used descriptive survey research design. Four banks namely First Bank of Nigeria, United Bank for Africa, Guaranty Trust Bank and First City Monument Bank were randomly selected for the study. The sample size for the study consists of 190 employees out of the total population of 360 employees. A set of self constructed questionnaire was used for data collection. 118 copies of the questionnaire that were correctly completed out of the 190 copies which were administered were used for the study. Percentages, frequency and mean ranking were used to analyze the data collected. The result showed that training and development (3.95) and promotion (3.86) were the main motivating factors for employee loyalty while training and development (4.01) and job security (3.90) were the best ranked employee retention factors. The implication of the result is that, apart from training and development, the better motivating factors for employee loyalty and employee retention are not the same. The result of the hypothesis showed a strong positive relationship between employee retention and loyalty factors in deposit money banks(r = 0.83). It is recommended that management should provide quality training and development programmes as important motivating factors for both employee loyalty and employee retention. The inclusion of other major motivating factors in the organizations’ HRM policy will be an added advantage.

show abstract

“…Au même titre que les entreprises clientes, les API doivent leur existence à leur capacité de recruter et de conserver du personnel intérimaire compétent (Subramony, 2010). La loyauté des employés a été associée à une gamme de résultats organisationnels positifs, tels qu'une plus grande efficacité et une croissance accrue (Meyer et Allen, 1997;Antoncic et Antoncic, 2011).…”

Section: Influence Des Facteurs De Motivation Sur La Loyauté Des Intéunclassified

Le rôle des conditions de travail dans la satisfaction et la loyauté des infirmières d’agence au Québec

Tremblay

Chênevert

Hébert³

2012

View full text Add to dashboard Cite

Depuis les dernières années, l’attrait des infirmières pour les agences de placement temporaire a connu une croissance marquée. Or, dans un contexte de rareté de la main-d’oeuvre, on peut se demander quelles sont les sources de motivation qui incitent les infirmières à choisir le travail d’intérim et à demeurer loyales envers leur agence. Prenant appui sur la classification de Tan et Tan (2002), quatre sources de motivations ont été explorées, soit les motivations individuelles ou familiales, les motivations économiques, les motivations professionnelles et les préférences personnelles. Pour les motivations familiales, cette étude s’est principalement intéressée au rôle des conditions de travail flexibles offertes par les agences de placement. En regard des motivations économiques, nous nous sommes intéressés à l’influence des conditions salariales et, en ce qui concerne les motivations professionnelles, à l’influence des possibilités de développement des compétences des infirmières d’agence. Enfin le rôle des préférences personnelles s’est limité l’étude de la charge de travail. Les résultats de notre étude, réalisée auprès de deux échantillons, l’un provenant de 500 infirmières oeuvrant dans des agences de placement infirmier au Québec, et l’autre de 99 infirmières provenant de deux agences, ont montré que les motivations familiales et celles liées au développement professionnel avaient un effet positif sur la satisfaction des infirmières d’agence. En ce qui a trait à leur loyauté, celle-ci serait davantage liée à la flexibilité des horaires, à la formation et au développement des compétences, à la sécurité d’emploi et à la possibilité de choisir ses mandats. De bonnes conditions salariales n’apparaissent pas suffisantes à leurs yeux. Elles ne veulent pas seulement avoir de meilleures conditions économiques, ces infirmières veulent aussi une plus grande liberté de choix et sont en quête d’une plus grande autodétermination et de meilleures chances de développement professionnel.

show abstract

Employee Loyalty And Its Impact On Firm Growth

Cited by 33 publications

References 7 publications

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

Factors Motivating Employee Loyalty and Employee Retention in Deposit Money Banks in Nigeria

Le rôle des conditions de travail dans la satisfaction et la loyauté des infirmières d’agence au Québec

Contact Info

Product

Resources

About