Employee loyalty

Build employee loyalty perhaps through financial incentives, involvement in integration activities, or special development programs ... 

In turn, this dedication to the betterment of company employees will create greater employee loyalty. A company that puts out funds to pay for the education of its employees will get its money back by having employees stay with the company longer. It will reduce employee turnover, because even employees who don t take advantage of the tuition reimbursement program will be more loyal to their company just knowing that their company cares enough to pay for their education. 

There are many benefits from developing a safety culture at your company— none of which is more valuable than employee loyalty. When employees know you care about their personal well-being and you prove that to them in their workplace, it increases morale, engagement, awareness, motivation and productivity. 

This is a more defensible version of the vague employee-loyalty-to-employer canons found in many codes of engineering ethics. For example, as noted, Fundamental Canon 1.4 of the NSPE Code of Ethics for Engineers states, Engineers, in the fulfillment of their professional duties, shall act for each employer or client as faithful agents or trustees. ... 

Trust, which implies respect, is the fundamental source of high morale and productivity, loyalty, and enthusiasm. A common corporate aphorism is that "no one is irreplaceable". In fact, the loss of even the least efficient member of one s team to some degree scars the whole. While everyone may be replaceable, one must ask whether replacing people is worth the price in trust lost. There may be cases in which an employee proves incapable of performing at a minimal level of competence. In such cases, transfer or termination should be performed promptly for the benefit of the group, the corporation, and the employee. The recent trend toward solving corporate performance problems by dismissal of employees, however, is unwholesome. 

Loveman, G. W. 1998. Employee satisfaction, customer loyalty, and financial performance an empirical examination of the service profit chain in retail banking. Journal of Service Research, 2(2) 138-144. 

Frequent job hopping is something employers don t look favorably upon. Because it s expensive to train new employees, few employers are willing to invest in someone with a record of jumping between jobs frequently. Someone who can demonstrate a sense of loyalty to their past employer will be more desirable. 

The discussion of transaction costs naturally led to the current workplace and the increase in free agency and reduction in lifetime work. As transaction costs of seeking employment and employees have reduced, work has become a more transient affair. These realities help emphasize the importance of portable benefits, loyalty to one s network of contacts, and thinking of one s brand through the maintenance of a portfolio of work output and tangible accomplishments. 

In an era of temps and contract workers, of 401 (k)s instead of pensions, Merck is the classic paternalistic company. Mother Merck works her employees ragged, expects long hours and utter loyalty, checks everything to the tiniest molecule, grants a large degree of freedom, pours on the perks—and as a result, has always attracted some of the most brilliant and egotistical people in the business. 

Loyalty in the Workplace 2001 National Employee Benchmark Study, Walker International, September 2001. 

Last but by no means least, the availability and use of trained presentation personnel during inspections is key. Those who present to an inspector should be permanent employees otherwise there may be an impression of dependence on quality from temporary staff whose loyalty and long-term commitment to a pharmaceutical or healthcare company could be questioned. Presenters... 

The most successful new drug-development programs require competent, caring, people-oriented leaders at all levels. Overwhelming social science data show that this approach will optimize productivity, efficiency, and creativity, while fostering employee growth, enthusiasm, cooperation, and loyalty. 

In unionized organizations, the agent or steward serves as employees advocate (although R D scientists are seldom part of a labor union) in non-union companies, the Human Relations department usually fills that role. Seldom is management viewed as an advocate for workers, and rarely does management perceive itself that way. In fact, employees often consider the boss a powerful adversary—the very reason they need an advocate Surely productivity, not to mention loyalty and enthusiasm, suffers when workers and management consider themselves adversaries. 

In a well managed, people-oriented organization, the primary advocate for each employee is the immediate supervisor. Not only is that individual in the best position to know and help workers, but she is the major beneficiary of the increased productivity, loyalty, and enthusiasm that follow. Experience has shown that if workers believe their manager is for them and wants them to succeed, and a helper and facilitator rather than an overseer there is little they won t do for the manager. In fact, when she is under great stress or trouble, the roles become reversed and employees will rush to her aid. 

The day when an employee came to work as a young person and remained with the company for 30 years or until retirement is a thing of the past. Not only has company loyalty to the employee suffered, but also loyalty to and trust of the company on the part of the employee. Young professionals... 

In considering benefits of any kind, job hunters understand that private companies are oligarchic rather than democratic in organization, action, and attitude. And the chemical and pharmaceutical industries offer scant exceptions to this observation. Even as corporations confer some benefits on every one of their employees, they award many privileges only to some workers. One company, for example, may provide free, on-site parking for all, yet reserve nearby parking spots for only a few. For the favored recipients, such an advantage can motivate or inspire loyalty. It saves time and rewards success. 

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