Does Employee Loyalty Still Exist?
There use to be a time when people found a job they would work there until they were eligible for retirement. In this day in time that is no longer the case. Now the average person will change jobs at least six times in his/her lifetime. What brought about this change? The answer to this question is quite simple. Companies have destroyed employee loyalty by the way they treat their people. Then again sometimes the way employees are treated have no bearing on their decision to leave. In many cases although employees received many perks and benefits yet they still chose to part ways with the companies that they worked for. The recession has made many companies arrogant in their daily dealings with employees. They believe that since jobs are hard to find now that employees are helpless having no choice but to tolerate unfair treatment. Employees will literally bend over backwards if they feel that companies have their best interest at mind. Now if they feel betrayed by companies of course they are going to jump ship. Companies will always find it difficult to retain employees. Companies must break away from selfishly believing that they are the only employers around. Regardless of the state of the economy, if people constantly have to deal with problems on their jobs they are going to leave in search of greener pastures. In other words people are always looking for better opportunities. Although job security is not as good as it was 30 years ago in this day in time people are not job scared. In other words they are not afraid to walk away from their jobs.
I believe that most people have no desire to jump from job to job but would rather remain at a company for the long haul instead. They want to enjoy the benefits or profit sharing and vacations. Companies need to use better judgment. The same promises that they made to lure employees in to work for them should also be used to retain them.
Published by F.T. Ogletree
I was born in Atlanta, Ga but I now reside in Macon, Ga where I have been for the past 13 years. I worked for Powertel which is now T-Mobile. I assisted in launching GSM cellular in the Middle Georgia area... View profile
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3 Comments
Post a CommentCONTINUED...and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor. Loyalty is dead – get used to it.
CONTINUED...Longevity was a sign of employeer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to.
Organizations that paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues t
No and employee loyalty does not exist as it has existed. LOYALTY IS DEAD – SO GET USED TO IT
Public and private organizations are into a phase of creative disassembly where constant reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by Chevron, NUMI, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley are firing staff, faculty and part-time lecturers. Estimates are that the State of California may jettison 47,000 positions.
Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees’s fitting in, performing in prescribed ways and sticking around. Longevity was a