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... should be noted that the margin of error (confidence interval) is higher than the industry standard (5%), but taking into consideration the fact that participation was voluntary and all the research target audience were invited, it would be impossible to raise it by increasing the sample size. Fig.1 presents the average rating (out of 11) for each of the 18 focus statements in the survey, arranged in the descending order to allow for better visualisation. ...
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The Russian Federation is a country with an enormous territory, of over 17 million km ² . Its population is 141.9 million (2010 figure). The population was declining, especially at the end of the 1990s, but in more recent years the tendency has been towards stabilisation. Life expectancy has remained relatively low, although it has increased somewh...
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... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
The employee loyalty research model predicts that employee loyalty is likely to provoke positive human outputs as well as negative ones. Positive effects of employee loyalty are well known and in many cases empirically proven. The main positive outcomes can be divided into how loyal employees solute conflicts, how they affect employee retention, in what way they influence the service mentality, how much work effort they put in, and what kind of work mindset they portray. However, empirical results for negative outcomes of employee loyalty are rare. According to the continuum of employee loyalty, individuals representing the levels “disloyal,” “non-loyal,” or “hyper-loyal” might show negative and undesired effects such as resistance to change, willingness to leave, counter-productive work behavior, work overload, or groupthink.
... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
In order to contribute to a more holistic understanding of employee loyalty, the concept and components of employee loyalty are derived and explained in this chapter. The loyalty of employees has different antecedents and breaks down into loyalty toward the supervisor, working group, and organization. These loyalties and further multiple loyalties of a person might compete with each other and are contingent on the situation. As a result, positive and negative human outcomes become visible. Many different theories make a valuable contribution to the theoretical foundation of employee loyalty and distinguish it from related concepts such as organizational commitment. Most intensively applied theories are social and organizational identity theory, social exchange theory, and theory of psychological contract. Besides these three theories and the concept, the evolvement of employee loyalty as a research subject is presented.
... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
As empirical research is not capable of interpreting concepts, the structure of an empirical investigation is particularly relevant. This chapter starts with qualitative preliminary investigations that lead to hypotheses regarding the employee loyalty concept, negative outcomes, and intercultural comparison. The following measurement review of employee loyalty studies points out the dissemination of self-assessment questionnaires. Finally, the design of the German and the Chinese questionnaire is presented together with the sample structure, the applied employee loyalty items, and the analysis methods.
... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
Literature reviews reveal that culture has a substantial, non-negligible impact on work behavior, company structures, and economic success. However, models applied for research on culture are shown not to converge and in fact are contradictory to some extent. For this reason, this chapter briefly presents culture as a research field as well as its theoretical foundations of cultural dimensions and cultural standards. This chapter highlights the characteristics of employee loyalty in a European (German) as well as in an East Asian (Chinese) cultural context.
... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
Organizational Behavior (OB) represents a research field that investigates behaviors in organizations and applies this knowledge to improve the effectiveness of organizations. OB is considered an applied science. Albeit it shows strong application for managers and practitioners, it is based on profound theories. Especially in the service industry, where the product is created simultaneously in contact with the customer, the behavior of the employees decides upon success or failure of the service company. Due to the high relevance of the three topics, OB as a research field, its theoretical foundation, and employees in the service industry, these are presented in this chapter.
... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
This book aims to provide a deeper understanding of the concept and negative outcomes of employee loyalty, considering employees in organizations and OB theory, and comparing employee experiences across both European and East Asian cultures. Through an international analysis of employee loyalty within the service industry, the author highlights the importance of this highly relevant but often overlooked topic to addressing practical issues such as conflict solution, employee retention, service mentality, and work effort. Building on a clear definition and evaluation of the concept of employee loyalty, this book explores meaningful theoretical and practical implications of employee views of the organization, working group, and supervisor.
... So in 2018, the number of enrolled foreign students is 41% higher than the target number for admission. This situation creates the need to improve the quality of teaching foreign language to Russianspeaking students [23][24][25]. ...
... The recent changes in EFL (English as a Foreign Language) teaching practices have encouraged critical reflections of professional educators in Russia on whether the roles teachers perform in the classroom should be adopted from the European tradition or the old school Russian conventions just be reshaped to satisfy the steadily growing demand of both students and academia for effective language learning. This is especially relevant to the current state of the higher education environment in Russia owing to the urgent need to develop students' academic mobility and faculty's publication activity [1,2], which in turn directly affects the teachers of foreign languages, especially English. EFL teaching has witnessed radical changes in understanding what and how should be taught to achieve these goals. ...
... Faced with the need to enhance its students' English language proficiency, Ural Federal University (UrFU), one of the leading Russian higher educational institutions, embarked on a major language curriculum reform in 2013 [4,5,6,7]. This involved not only adapting the teaching methodology to cater for higher learner-centeredness, but also revising the existing assessment practices to improve their reliability and to reflect the intended learning outcomes [8,9,10]. ...
... However, there is no theoretical justification for this partition and only two levels can be separated in this way. Also for other approaches, such as score classification (Muzafarova et al. 2017) or scale classification (Venter and Rensburg 2004), the theoretical rationales cannot be explicitly revealed and are subjectively biases by the respective researchers. However, what these and further employee loyalty studies (see also : Shu and Quynh 2015;Nurdin 2017;Dede and Sazkaya 2018) have in common with the TEL results is a clear right-skewed distribution of the answers. ...
In this research, the new Tripartite Employee Loyalty (TEL) construct is developed and defined. The three crucial reference objects for employee loyalty, supervisor, working group, and organization, have never before been investigated simultaneously. This shortcoming is addressed with a 9-item measure derived from an intensive literature review. Initial construct validity evidence for the TEL construct is provided by an empirical study of 148 employees of a German service company. Applying factor analysis, TEL is shown to be distinct from organizational commitment. With regards to content validity, the present study highlights the importance of differentiating between reference objects when investigating employee loyalty and its outcomes. The selected loyalty outcomes, openness to leave, openness to reapply, and openness to change, differ within the subscales of loyalty to supervisor, loyalty to working group, and loyalty to organization. Correlation and multiple regression results strongly suggest that incomplete or inaccurate conceptualizations of employee loyalty lead the way to incorrect results and misleading interpretations. The resulting theoretical and practical implications are discussed in this paper, along with limitations of the study and recommendations for future research.
