Employee loyalty on organisational success - an empirical study

Vasumathi, A.; IS, Stephan Thangaiah; D, Anand Kumar; Mamilla, Rajesh

doi:10.1504/ijsom.2021.119803

Cited by 4 publications

(3 citation statements)

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“…87 teaching and non-teaching staff have more than 10 years of service. Employee loyalty and job satisfaction are crucial for organization's survival, development, and success (Vasumathi et al, 2021). Table 2 presents the summary of implementation of leadership brand in terms of the four C's such as Competence, Commitment, Caring, and Credible.…”

Section: Resultsmentioning

confidence: 99%

Leadership brand and management effectiveness during the COVID-19 pandemic: Basis for management development plan

Javier,

Dacut

2023

IJRSM

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The study, which is anchored on the contingency theory of leadership, explored the implementation and association of leadership brand and management effectiveness of school leaders and managers during the height of COVID-19 pandemic. It utilized self-structured questionnaires to the two groups of respondents-school leaders and managers and their subordinates. It also determined profile of respondents in terms of age, gender, educational attainment, and length of service. Significant differences on the responses of the two groups of respondents were also determined. This study also determined predictor of management effectiveness from profile variables, and the leadership brand. Female employees dominate the working force; majority of the leaders belong to age group of 46-55; and majority of respondents have stayed in LPU for more than ten years. Leadership brand is well implemented; the highest score is on credibility. Management effectiveness is also well implemented in all aspects. Feedback obtained the highest score, followed by communication.Leaders have better assessment if the leadership brand compared to their subordinates. There is no significant difference on the responses of the two groups of respondents on the implementation of management effectiveness. There is a significant relationship that exists between variables leadership brand and management effectiveness; the better the implementation of the leadership brand, the more management effectiveness can be experienced by the organization. Credible leadership brand appeared to be the predictor of management effectiveness.

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Section: Resultsmentioning

confidence: 99%

Leadership brand and management effectiveness during the COVID-19 pandemic: Basis for management development plan

Javier,

Dacut

2023

IJRSM

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“…Reduced job satisfaction tends to decrease organizational commitment, as in research (Zongpu et al, 2021). With job satisfaction as well, an individual will be able to maintain loyalty in the work done (Amin, 2021), (Vasumathi & Mamilla, 2021).…”

Section: Job Satisfactionmentioning

confidence: 99%

Islamic hospital nurse loyalty model: motivation, commitment and satisfaction

Astuti

Santoso

2023

IJRBS

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This paper aims to examine the effect of motivation, commitment, and satisfaction on nurse loyalty at Islamic Hospitals. The sampling technique uses a purposive method, where the requirement to be a sample is a nurse who has worked for one year. Based on this technique, a sample of 69 nurses was obtained with a response rate of 92%. Data were analyzed using structural equation modeling with a partial least square approach, by two separate but sequentially related stages (outer and inner model). The results showed that extrinsic motivation can affect employee commitment and job satisfaction. Intrinsic Motivation can affect job satisfaction but does not affect employee commitment. Extrinsic and intrinsic motivation cannot directly influence nurse loyalty, nor can it be mediated by nurse commitment or job satisfaction. Nurses will be loyal to the hospital if intrinsic and extrinsic motivation is mediated by employee commitment and job satisfaction respectively.

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“…Thus, employee loyalty is crucial for organizational effectiveness. Workforce agility and employee loyalty are important factors for any organisation's survival and development towards organisational success (4) . The dimensions of workforce agility needed to be explored from the lens of dynamic capabilities, specially from IT sector employee's perspective (5) .…”

Section: Introductionmentioning

confidence: 99%

Nexus between Workforce Agility and Employee Loyalty - An IT Sector Perspective

Shetty,

Bharath,

Nagesh

2023

IJST

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Objectives: To examine the nexus between workforce agility (WFA) and Employee Loyalty(EL). Methods: Present investigation uses a quantitative approach to examine relationship amid considered variables. The structured questionnaire was adopted to elicit the needed information to achieve stated objectives. The instrument consists of 3 sections, demographic factors, Workforce agility (WFA) and Employee Loyalty (EL). The data were collected through e-mail survey from employees of Information Technology (IT) organisations located in Bengaluru city, India. 410 valid responses were considered for data analysis. The present research adopts Theory of Work Adjustment (TWA) as basis to fulfil the stated objective. The field testing is done with 72 respondents. Convenience sampling technique was adopted. Designed Likert instrument was validated with the help of an Exploratory Factor Analysis (EFA) and established the items by Confirmatory Factor Analysis (CFA) and confirmed by fit indexes. The Structural Equation Model (SEM) is employed to know the relationship amid considered variables. WFA is studied by adopting the 32-item scale (reliability ranges from 0.814 to 0.874). EL is studied by adopting the 18 item scale (reliability ranges from 0.823 to 0.842). Findings: With reference to WFA, CFA confirmed extracted 5 factors with 20 items (item loading ranges from 0.63 to 0.81). Thus, indicating data appropriateness. Items were grouped and labelled as Adaptive, Collaborative, Job Clarity, Proactive and Progressive. With reference to EL, CFA confirmed extracted 4 factors with 18 items (item loading ranges from 0.68 to 0.85). Thus, indicating data appropriateness. Items were grouped and labelled as Commitment, Reward and Recognition, Co-worker Relationship and Career Prospects. The SEM demonstrate the negative relationship amid WFA and EL which indicates that higher the WFA lesser the EL. Novelty: The present research attempts to integrate the contemporary behavioural construct of Workforce Agility vis-à-vis Employee Loyalty. The WFA and EL features associated with IT organizations are presented in solitary man-

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Employee loyalty on organisational success - an empirical study

Cited by 4 publications

References 0 publications

Leadership brand and management effectiveness during the COVID-19 pandemic: Basis for management development plan

Leadership brand and management effectiveness during the COVID-19 pandemic: Basis for management development plan

Islamic hospital nurse loyalty model: motivation, commitment and satisfaction

Nexus between Workforce Agility and Employee Loyalty - An IT Sector Perspective

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