Loyalty is defined as the commitment to a particular brand, an organization or an individual (Yi, Youjae & Jeon, 2003). In organizations, it can vary from loyalty to employer or fellow employee. It is one of the prime drivers of corruption, a factor that has led to many losses due to embezzlement of funds and significant scandals within organizations. Loyalty to different causes, organizations, or people is deemed an essential aspect of an individual’s social identity. However, loyalty is sometimes seen as a negative, primarily when it influences unethical undertakings in organizations. While it is instrumental in influencing organizational success, those who practice this value should observe ethical principles.
Case Scenario
I once worked at a construction company that dealt with roads and structural construction projects. I was the secretary, and my duties were filling and preparing tender documents. The tender documents were prepared under the guidelines proposed by the managerial board. The company had a good reputation due to the quality and cost of work that they delivered. After working for two years, a foreign company entered the market, and it brought a lot of competition for our company. The number of tenders that our company won decreased and the profits also declined. The managerial board approached me on several occasions and asked me to forge some documents to work in our favor in influencing the possibility of winning tenders. The deed was unethical because forging documents was a dishonest move, and if quality work was not provided in the field, people’s lives would be in danger. I asked one of the board members about the decision’s implications, but he told me that they are doing that for the sake of the company and all employees. Through the forged documents, our company continued to win more tenders, and our remunerations were satisfactory.
Delegate your assignment to our experts and they will do the rest.
Most employees who knew of the dishonesty did not complain to any authority. Employees should have had a meeting with the managerial board and discuss how they would maintain the company’s reputation and success without using any unethical means. In this scenario, we were loyal to our employer because we were satisfied with the workplace. Employee loyalty is based on several factors, such as employee satisfaction, commitment, engagement, and mutual trust among employees and between the employees and managers. Our managers gained our loyalty through proper communication and support, and we supported them in their endeavors. According to research, satisfied employees also tend to have fewer complaints and focus more on their work. This improves the productivity of the company and cooperation with the managerial board. Strong beliefs drive the desire for organizational loyalty (Malik et al., 2019).
Employee loyalty is like a reciprocity equation between the employer and employees. Our employer expected a high level of loyalty from us, and in return, they extended loyalty to us by offering us support in the problems we encountered. They also ensured desirable remuneration and increased employee benefits. Employers should understand employee rights at a basic level and treat them according to the standards of justice and excellence required of them. By maintaining employee rights and satisfying their needs, managers are assured of proper functioning human resources. Loyalty and productivity from the employees are also assured (Bernacchio, 2020).
Conclusion
Divided loyalty is a problem within many organizations, and it makes the employees lose focus on the organization’s primary objectives. Employers or managers should train their employees on the importance of being ethical while carrying out their daily activities. By emphasizing the importance of teamwork, employees within the organization will follow the rules because they will focus on a common goal.
References
Bernacchio, C. (2020). Virtue Beyond Contract: A MacIntyrean Approach to Employee Rights. Journal Of Business Ethics . https://doi.org/10.1007/s10551-020-04435-2
Malik, F., Kalimuthu, R., & Farrukh, S. (2019). Impact of Job Satisfaction and Mutual Trust on Employee Loyalty in Saudi Hospitality Industry: A Mediating Analysis of Leader Support. International Journal Of Business And Psychology , 1 (2), 30-52. Retrieved 1 February 2021.
Yi, Y., & Jeon, H. (2003). Effects of loyalty programs on value perception, program loyalty, and brand loyalty. Journal of the academy of marketing science , 31 (3), 229-240.
