What's loyalty?

Withey, Michael J.; Cooper, William H.

doi:10.1007/bf01385050

Cited by 28 publications

(11 citation statements)

References 15 publications

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“…Thus, patience de®ned as optimistically waiting until conditions improve, trusting the organization to do the right thing seems to be promoted by prior satisfaction. This leads to the conclusion that comparable to the voice category, it might also be useful to divide passive loyalty into two forms, namely a constructive and a destructive form (Withey and Cooper, 1992). The circumplex structure of behavioral responses to a problematic event predicts that the destructive form can be placed between patience (i.e.…”

Section: Discussionmentioning

confidence: 97%

Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction

et al. 1999

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SummaryA re®ned exit, voice, loyalty, and neglect (EVLN) typology (Farrell, 1983) was examined. It was argued that the category of voice responses, that is, attempts to improve the situation, should be divided into two forms: considerate voice and aggressive voice. Considerate voice consists of attempts to solve the problem taking into account one's own concerns as well as those of the organization, and aggressive voice consists of eorts to win, without consideration for the concerns of the organization. In line with Farrell (1983), all categories of behavioral responses were assumed to dier on two dimensions, namely, destructive±constructive and active±passive. It was assumed that the responses can be ordered in a circumplex structure. Factor analyses of data from 233 teachers and maternity nurses demonstrated the empirical separability of the ®ve categories of behavioral responses and supported the two-dimensional structure of the model. Job satisfaction, especially satisfaction with supervision, seemed to promote considerate voice and loyalty (that was relabeled as patience), and suppress exit, aggressive voice, and neglect. Furthermore, the correlations between job satisfaction and the ®ve responses provided additional support for the circumplex structure of the re®ned model. The pattern of responses runs in the following order: considerate voice, aggressive voice, exit, neglect, patience.

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Section: Discussionmentioning

confidence: 97%

Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction

et al. 1999

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“…Defined in this way, loyalty bears an obvious resemblance to collective identification in the current model. The existence of two distinct definitions of loyalty has caused some confusion in the EVL literature, with some researchers focusing on loyalty as a behavioral response and others viewing loyalty as moderating the relationship between dissatisfaction and behavior (see Leck & Saunders, 1992;Minton, 1992;Withey & Cooper, 1992). Recent extensions of the EVL model have included both constructs; Leck and Saunders (1992), for instance, suggested using the term patience to capture Hirschman's behavioral concept of loyalty while continuing to use loyalty to refer to the "attitudinal state that mediates the exit-voice decision" (p. 220).…”

Section: Relation To Other Modelsmentioning

confidence: 99%

On Being Both With Us and Against Us: A Normative Conflict Model of Dissent in Social Groups

Packer

2007

Pers Soc Psychol Rev

244

384

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Although past research has demonstrated a positive relationship between collective identification and normative conformity, there may be circumstances in which strongly identified members do not conform but instead choose to challenge group norms. This article proposes a normative conflict model, which distinguishes between nonconformity due to dissent (challenging norms to change them) and nonconformity due to disengagement (distancing oneself from the group). The normative conflict model predicts that strongly identified members are likely to challenge group norms when they experience conflict between norms and important alternate standards for behavior, in particular when they perceive norms as being harmful to the group. Data in support of the model are reviewed, mechanisms by which external variables may influence dissent in social groups are elaborated, and the model is linked to contemporary perspectives on collective identity.

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“…Loyalty is considered as a multilevel construct including cognitive, affective, and behavioural components (Bohner et al, 2015), with the behaviour as either active or passive (Withey and Cooper 1992). An employee demonstrating active loyalty rejects job offers from other companies, expresses positive opinions about the organization or cares about the employer's property.…”

Section: Figure 1 -Job Characteristics Modelmentioning

confidence: 99%

The effect of job characteristics on employee loyalty: the mediation role of vertical trust and perceived supervisory support

Lewicka¹,

Aldona²,

Morrow³

et al. 2018

MMI

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Although the effects of job characteristics on employee motivation and commitment are broadly researched, questions remain to the extent that job characteristics influence perceived specific attitudes and behaviours of employees. It is particularly interesting to what extent the process is reinforced by supervisors, namely through their support perceived by employees and vertical trust. Survey data were collected from 550 front-line employees across a variety of industries in Poland. A structural equation modelling analysis was performed to delineate the relationship between job characteristic and employee loyalty with the mediating influence of perceived supervisory support and the trust between the supervisor and employee, which is labelled as vertical trust. We confirmed that employees who have a strong job-role fit with the characteristics of their job will have a higher level of employee loyalty than those employees who lack a strong job-role fit. Furthermore, this relationship is enhanced by the perceived supervisory support and vertical trust. Few studies have been devoted so far to the relationship between job characteristic and loyalty, and even less have been conducted in Central and Eastern European countries. The findings of our study offer new perspectives to examine loyalty dimension. We propose to distinguish a construct labelled employee loyalty, that is oriented on both the organization and co-workers, and as such, it may be treated as a supplementary construct to OCBs' organizational loyalty. Our study is one of a few that investigates the mediating role of vertical trust and perceived supervisory support in the relationships between job characteristics and loyalty. In the literature, the need to explore the mediating mechanisms between the effects of job characteristics and loyalty on employee behaviors has been repeatedly stressed, which we address with this research study.

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What's loyalty?

Abstract: Loyalty in organizations has

Cited by 28 publications

References 15 publications

Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction

Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction

On Being Both With Us and Against Us: A Normative Conflict Model of Dissent in Social Groups

The effect of job characteristics on employee loyalty: the mediation role of vertical trust and perceived supervisory support

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