Chang, K 2012, 'Is loyalty still a merit for employees?' , International Journal of Commerce and Strategy, 4 (4) , pp. 257-274.
Restricted to Repository staff only
Download (1MB) | Request a copy
This research investigated group reactions to disloyal and loyal members via two experiments. Experiment One analysed the loyal membership versus behaviour evaluation, whereas the Experiment Two focused on the emotional and sanction reactions against disloyal members. For both experiments, the loyalty (disloyalty) was operationalized in terms of staying in (leaving) a group when leaving is personally beneficial yet harmful to the group. Overall, research findings verified that disloyal members were still evaluated more negatively than loyal members, especially when such members were of critical status. Further analyses suggested that disloyal critical status members were disliked more because they had the potential to undermine group identification. The findings affirmed that loyal membership was still crucial to the group, especially for those critical-status managers and group leaders in real-life workplaces and organisations. Implications on HRM strategies and advices to managerial practitioners are outlined.
|Themes:||Built and Human Environment|
|Schools:||Schools > Salford Business School|
|Journal or Publication Title:||International Journal of Commerce and Strategy|
|Funders:||Non funded research|
|Depositing User:||Professor Kirk Chang|
|Date Deposited:||15 Apr 2013 12:11|
|Last Modified:||08 Nov 2015 23:04|
Actions (login required)
|Edit record (repository staff only)|