How to assess the level of loyalty of employees of the organization. Assessment of staff loyalty: a review of the main methods The state of employee loyalty in the organization social survey

The approach to the study of loyalty should be comprehensive and evidence-based. Here it is necessary to use proven and reliable methods.

From a psychological point of view, the concept of understanding loyalty as a social attitude, which is formed in the process of human activity in an organization, is the most common.

Creating tests for individual loyalty of employees is associated with one difficult problem to solve: all efforts will be nullified by the desire of the employee to look more loyal to the company than he really is. Therefore, we should rather talk about an anonymous survey of the level of loyalty of the team as a whole. However, this method of evaluation does not always lead to the expected results. As a result, you can get something like "average temperature in the hospital."

When assessing the loyalty of individual employees and the team as a whole, it is more promising to use indirect methods. Loyalty is directly related to satisfaction. And satisfaction, in turn, - with motivation. Therefore, to determine the degree of loyalty, these indicators should be analyzed. There is an opinion that loyalty is influenced by the decency of a person, but even if this quality is present, he will think about leaving if he experiences discomfort and dissatisfaction at the workplace every day. Loyalty, like motivation, has a rational and emotional component. The first includes remuneration, career growth, professional development, working conditions, social package. To the second - interest, faith in the idea, emotional attachment to the leader, comfortable relationships with colleagues. Thus, in order to increase the loyalty of an employee, it is important to understand in which area he experiences discomfort. Eliminating this factor will definitely increase loyalty. To strengthen loyalty, it is necessary to work at the intersection of the areas of interest of the employee and the organization, to create a positive image of the employer. The most significant is the formation of emotional attachment based on basic psychological needs - belonging to a group, recognition, self-realization. One of the most effective is the assessment of the level of employee loyalty to the organization according to the method of L.G. Pochebut and O.E. Queen. From the point of view of studying the loyalty of company employees, building forecasts of their behavior, planning activities aimed at increasing loyalty, the idea of ​​loyalty levels is of great practical importance. The very idea of ​​distinguishing between several levels of loyalty was proposed by K. V. Kharsky. Complementing the levels of loyalty described by him, it is possible to build a visual scale representing their ratio.

The scale has a zero point, indicating the so-called zero loyalty. Having this point is crucial because it demonstrates that lack of loyalty is not disloyalty. An outsider who has not formed his attitude to a particular object may have zero loyalty. Close to this mark may be the loyalty to the company of a person who goes to work there, but is not informed about the features of its corporate culture.

According to K. V. Kharsky, employees whose loyalty does not have a pronounced positive or negative orientation can be considered as employees with zero loyalty. They may sometimes act as loyal, at other times they may show signs of disloyalty. The main feature of such employees is that they are less predictable than loyal or disloyal employees. The increase or decrease in their loyalty significantly depends on under whose influence they fall at the beginning of their activities in this company.

Above zero on our scale will be levels of loyalty, and below - disloyalty. Let's consider this scale, starting from the lowest points, i.e. from disloyalty. Two levels can be distinguished here: hidden (secret) disloyalty and demonstrative (open). Psychologists point to the following signs of demonstrative disloyalty:

lie, deceit;

sarcasm, ridicule, demonstrative disregard for values ​​that are important for the object of loyalty;

consumer attitude, the advantage of personal interests;

violation of agreements reached, etc.

The danger posed by disloyal employees is related to their influence on other people. They destroy the values ​​and beliefs of their colleagues, and raise doubts about the appropriateness of certain actions.

Hidden disloyalty manifests itself as follows: being in plain sight, people regularly comply with the prescribed rules and requirements, but the reason for this behavior is not a positive attitude, but fear of punishment or expectation of reward. Often, it is those employees who have hidden disloyalty that spread negative corporate rumors and gossip.

K.V. Kharsky gives several signs that allow you to identify employees who have hidden disloyalty:

after communicating with such employees, others change their positive point of view, positive attitude towards the company to the opposite;

disloyal employees never openly challenge the orders and instructions of the management, but set or provoke others to criticize and resent;

in the presence of leadership, these people usually take an emphatically neutral position;

there are multiple emotional bonds between these people and openly disloyal employees.

At the organizational level, the consequence of employee disloyalty is high staff turnover. And this, in turn, increases the cost of finding, hiring and training new employees, increases the risk of leakage of trade secrets and other costs. Therefore, some companies are attempting to implement employee retention programs. The purpose of such events, in fact, is to increase the level of staff loyalty.

Above the zero point on the scale, loyalty levels are represented. The higher the level, the higher the degree of employee involvement and dedication.

The first level is loyalty at the level of external attributes. With such loyalty, a person is ready to wear the distinctive symbols and signs of the company, branded clothes, signs symbolizing status in the company (for example, salesman, senior salesman, salesman-instructor). At the same time, as K.V. Kharsky emphasizes, external attributes do not allow their owner to demonstrate disloyal behavior. As long as it is visible, the person will reproduce the behavior due to these attributes. Therefore, “if you want temporary hired personnel to be committed to the interests of the company and praise the product, presenting it at a fair-exhibition, put on branded T-shirts and caps.”

In companies specializing in the sale of certain goods, this level of loyalty implies that the employees of the company become active consumers of these goods. The opposite statement is also true: by encouraging the consumption of goods, we increase the level of people's loyalty. This principle is actively used, for example, in network marketing.

Loyalty at the level of actions, behavior is associated with the observance of rituals, traditions, and customs adopted in the company. Such traditions can be a special tonality in dealing with customers, formal and informal meetings (parties), etc. Employees loyal to the company at this level participate enthusiastically or at least without difficulty in such events. K. V. Kharsky notes that it takes almost no effort and resources to create such a level of loyalty among employees. Once in a new team, a person tends to copy the behavior accepted in the company.

But here a difficulty arises due to the fact that there may be negative traditions in the team. It is they who become the cause of behavior that is loyal to a particular group, but not loyal to the company as a whole.

Psychologists note that this level of loyalty is quite enough for most employees of the company. “However, for middle and senior employees it may not be enough. If a lot depends on them, then the level of trust in them should be much higher. And trusting a disloyal employee is the same as buying a horse from a gypsy "in the dark" and on an advance payment. This level of loyalty is not enough to control the activities of other employees. And, of course, an employee with such a level of loyalty should not be expected to be ready for self-sacrifice and strive for development.

Obviously, loyalty at the level of action is also associated with professional competence. A loyal employee seeks to acquire the necessary professional knowledge, skills, productive stereotypes of activity. Such a desire, as a rule, leads to an increase in performance. Conversely, the lack of desire to learn can be seen as one of the signs of a lower level of loyalty.

This level of loyalty is characterized by discipline. At the same time, employees fulfill the requirements of discipline not so much because of the danger of punishment, but because of their attitude towards the company and its management.

Loyalty at the level of beliefs most of the company's employees do not achieve. However, according to K. V. Kharsky, it is enough for a company if 10-15% of employees reach such a high level of loyalty. This primarily concerns middle and senior managers. “Loyalty at the level of values ​​and beliefs makes a person resistant to many temptations: it is difficult to lure them away with a higher salary, they care about the good of their company in every possible way.” The loyalty of the staff at the level of conviction is of great value to the company due to its positive impact on professional motivation. Loyal employees give themselves to work as much as possible, are intolerant of violations of the rules by other people. They are active in troubleshooting, can be the initiators of improvements, and are able to defend constructive proposals. Employees with this level of loyalty tend to be more responsible. They feel their duty to do everything accurately, correctly, efficiently. According to the observations of specialists, loyal employees endure difficult times for the company more easily and stay to work, guided by a sense of loyalty and belonging. They are more inclined to trust official information, decisions made by management. At the same time, according to experts, some difficulties may be associated with such loyalty of employees. For example, if for one reason or another a company changes its previously accepted values ​​and beliefs, then it may encounter resistance from a part of the team that shares the old beliefs. Therefore, when carrying out organizational changes, it is important to convince such employees of the need for change, to involve them in planning and implementing innovations.

Another difficulty: the formation of this and a higher level of loyalty requires a certain style of leadership, the ability of senior leaders to inspire certain values ​​and attitudes, purposefully form the necessary beliefs.

Loyalty at the identity level is the highest level. Probably, this kind of loyalty is called devotion, fidelity. In this case, the person identifies himself as much as possible with the object of loyalty. The researchers note that it was precisely this level of loyalty among the staff that was formed by the Japanese system of lifetime employment.

Loyalty in this case is not so dependent on the level of remuneration. A person with such loyalty is less susceptible to negative influence from others. He connects his life with the company. Such an employee is highly motivated and extremely effective.

Loyalty requirements for different levels of employees are different. For ordinary personnel, loyalty at the level of behavior and actions is enough, and for top managers, loyalty at the level of values ​​is necessary. The same is desirable for highly qualified specialists. Accordingly, the higher the specialization and status, the greater loyalty is required and the more difficult it is to form it.

Disloyalty ultimately affects financial performance, as an employee who is not committed to the company, as a rule, works less efficiently than a loyal one, with an equal degree of professional competence. The damage to the company from the disloyalty of an ordinary employee and a top manager in the context of this problem will differ. The latter have a very strong emotional and ideological attachment to business, the level of personal and professional self-realization.

Researchers of staff loyalty drew attention to the fact that it not only has a different level, but also differs qualitatively. For some employees, loyalty may be associated with the duration of work at the enterprise, for others - with the leading motives of their activities.

From a practical point of view, it is important for the organization not only whether the employee is loyal and how much (what is the level of loyalty). It is also necessary to make distinctions as to what kind of loyalty we are dealing with.

loyalty customer staff trust

The issue of loyalty is one of the most relevant in personnel management.

Loyalty ( English loyal, fr. loyaute - faithful): 1 - loyalty to the laws in force, decisions of the authorities (sometimes only external, formal); 2 - correct, benevolent attitude towards someone, something.

In the Russian management lexicon, one can find such relatively recently appeared concepts:

• Loyalty- a characteristic of the staff that determines its emotional attachment to the organization, the desire to remain a member of it. Loyal staff is a team of like-minded people who are committed to the company's values, who share its goals, means and methods of achieving them, and the direction of the company's activities.
• Identification - awareness by employees of organizational goals as their own.
• Engagement - the desire to make personal efforts, to contribute to the achievement of the goals of the organization.
• Organizational Commitment - a positive assessment by the employee of his stay in the organization, the intention to act for the benefit of this organization for the sake of its goals and to maintain his membership in it. Lack of commitment is expressed in the alienation of the employee from the organization.

Purpose of loyalty assessment

In order to understand the mechanisms and tools of staff loyalty, it is necessary to know the main attributes of loyalty, the levels of its development, as well as external factors that affect staff loyalty. This information will allow you to understand what exactly needs to be assessed: what parameters and in what areas of personnel management.

In any case, in order to assess loyalty using various methods for assessing loyalty, it is necessary to get answers to the following questions:

• do employees know the parameters and conditions for determining their wages, that is, do they know which of their actions will lead to an increase, and which to a decrease in wages?
• Do the level and lifestyle of employees correspond to the level and lifestyle of employees in the same field of activity in other organizations (higher, lower or commensurate)?
• Has the organization created excessive privileges for management that increase the distance between them and other employees?
• Do employees know their chances for career advancement?
• Are the criteria for assessing the success of the organization's employees fair?

Loyalty assessment methods

To assess the loyalty of staff, it is necessary to apply several assessment methods simultaneously. This will increase the validity (reliability) of the assessment.

• ots reduce staff turnover;
• conduct surveys and surveys of personnel;
• conduct interviews with representatives of different categories of employees from specific departments where loyalty problems are most severe;
• hold a joint venture close monitoring of employee behavior.

To assess the loyalty of specific employees, it is also recommended to use the 360-degree method or the test of the British and American psychologist Raymond Cattell. These methods will allow you to identify the personal characteristics of employees, to understand whether managers take into account the characteristics of their subordinates, whether they entrust them with what employees are prone to.

Staff turnover assessment

Initially check what is the turnover rate in the organization. Compare it to the average churn rate for the industry. Keep in mind that the normal turnover rate depends on the industry in which the organization operates, for example, in manufacturing, 20-25% per year is considered a normal turnover rate, in trade - 35-40% (in some organizations it reaches 70%) per year.

Next, compare the turnover rate with the organization's performance for the last three to five years (if they were recorded). It is also recommended to calculate the turnover in the period when the organization's activities were most successful and compare it with the data of the current period. It may turn out that the organization traditionally has a higher staff turnover than the market average. Then some excess should not be considered a deviation from the norm.

If there are no such trends and the organization's turnover rate is higher than normal for the industry, and also higher than the organization's indicators in previous periods, then this fact is a reason to assume that the staff is not sufficiently loyal to the organization.

Polls and questionnaires

Polling and questioning in order to identify the loyalty of employees of the organization allows you to interview a large number of employees in a short time. It is important to understand that the quality of this assessment depends on the quality of the questions developed.

For the survey, you can use standard surveys and questionnaires, for example:

• questionnaire for assessing the level of employee loyalty (15 questions);
• questionnaire for assessing loyalty on the Thurstone scale;
• express questionnaire to identify employee loyalty.

Since employee understanding of the organization's goals, as well as the employer's attention to employees, affect loyalty, you can evaluate these factors using the following questionnaires:

• questionnaire "Understanding the goals of the organization";
• questionnaire "Manifestation of care" for employees;
• Questionnaire "Manifestation of care" for managers.

At the same time, please note that these surveys may not be able to fully reveal the situation in a particular organization, since they do not take into account the specifics of its activities and relations in the team.

It is important not only to assess whether the organization’s staff is loyal in general, but also which particular departments are the most and least loyal, what are the reasons, what factors reduce loyalty, etc. In this regard, it is recommended to independently develop a loyalty questionnaire, possibly several pieces depending on groups employees, for example, one for working personnel, another for engineering and technical personnel, and a third for managers.

This can be done by making changes to the standard questionnaires, which can be taken as a basis.

How to assess staff loyalty using a questionnaire for customers?

In organizations providing services or goods, the opinion of customers about the level of their service is of great importance. And customer service directly depends on whether the employee is loyal to the organization, whether he shares its goals, whether he complies with corporate rules, etc. In this regard, it is recommended to develop a questionnaire for customers that will allow you to assess the level of customer satisfaction with the service, find out whether customers are ready to recommend this organizing friends and family. Such a questionnaire should show whether employees are emotionally involved in the affairs of the organization, perceive the work formally or personally, passing it through themselves.

Analysis of the survey results.

After the questionnaires have been collected, analyze the information indicated in them. It is not enough to determine the average score for all questionnaires (that is, to determine what loyalty is in the organization as a whole), it is also necessary to determine the loyalty for each unit. Units with low loyalty require additional evaluation. They need to evaluate loyalty using employee interviews, additional customer questionnaires and a 360-degree management assessment. In the event that it was found that one of the departments, unlike the others, has the highest average loyalty score, it is also necessary to conduct an additional assessment of this department, since this fact may indicate insincerity of answers, a deliberate overestimation of the survey result, i.e. the result is most likely inadequate to the real state of affairs. After identifying the average score across departments and analyzing the situation, determine the average score for each of the questions or statements. This information will allow you to see which statements scored less points, which in turn will help to identify the main problems (factors) that reduce staff loyalty. For example, a survey may reveal a general trend that employees are not provided with information about the goals of the organization, that they do not understand the meaning of their activities, or they are not given the opportunity to implement their ideas, their opinion is not taken into account, etc.

An example of analyzing an organization's loyalty survey.

Analyzing the results of the survey to identify the level of loyalty of the organization's personnel, the HR Director noted that employees rated the statement “I realize that I can develop in the company and grow in the service” the lowest. It was concluded that employees do not see career opportunities in the organization, which negatively affects loyalty. In this regard, the HR director asked the HR manager to draw up a simplified personnel development plan and an employee's career map. This made it possible to confirm the fact that in fact there are opportunities for growth and development (both vertical and horizontal) in the organization. Consequently, the problem is different: they failed to inform employees intelligibly and convincingly. After identifying the problem, measures were developed to eliminate the cause that reduces staff loyalty.

Loyalty Assessment Interview

Use interviews to assess the loyalty of high-value employees, as well as to obtain additional clarifying information in the departments with the lowest and highest loyalty that was identified using the questionnaire. Regardless of the purpose of the interview, the rules for conducting it are the same.

For more information about the division where loyalty is most critical, divide its employees into groups:

• newcomers who have worked in the company for less than a year;
• employees with more than three years of experience;
• leaving.

Then select typical representatives (two or three employees) from each group and conduct interviews with them. Prepare questions for loyalty analysis in advance. Since loyalty is directly related to staff motivation, you can use questions in a conversation to check the level of employee motivation.

Start the conversation with general questions: “What do you like and dislike about the organization?”, “How do you generally feel at work?” etc. Then start asking specific questions, as if probing in what area of ​​relationships the problem lies - with the team, with the leader, or maybe the point is dissatisfaction with hygiene factors (salary, bonuses), the inability to develop, etc.

For example, you can ask employees the following questions:

• Do other employees share work information with you?
• Can you count on the help of a supervisor when you have a difficult issue?
• Do you think that the salary corresponds to your contribution to the organization's business?
• Are you satisfied with the atmosphere in the team?
• Do you see opportunities for development and dream of making a career?

In order not to embarrass employees with direct primitive questions, conduct a projective interview. Ask employees at the interview projective questions that involve thinking about how and what happens in life in general. For example: why, in your opinion, in some organizations, employees go to work with the mood, as if on a holiday, and in others - like serfs to work off corvée? What can make a good employee quit? Which leader do employees work best with? Reflecting, the employee will express his own ideas and expectations. Remember: the three to five factors that the employee named first when answering the question of a projective interview are priorities for him. And if he is not satisfied with the state of affairs in the organization, then his internal attitudes cannot be realized in it.

Keep in mind that sometimes an employee shows their dissatisfaction because they want to pay attention to obvious problems and improve the work of the organization. Also, often the dissatisfaction of an employee can be explained not by external factors that reduce his loyalty, but by his internal attitudes, for example, if an employee is self-centered, then he is simply not able to put the affairs of the organization above personal interests. Such nuances must be identified directly in a conversation with the employee and his environment.

Behavior monitoring

Observe the behavior of employees in the workplace, during corporate events, during times of crisis, change of leadership and just in the daily work environment. If it is possible to do this in a natural, comfortable way for everyone, without voicing the purpose of the presence of observers and without drawing attention to the observation procedure, then the results of such work will help assess the level of staff loyalty, as well as identify factors that increase and decrease loyalty.

In the event that monitoring cannot be organized in a comfortable and unobtrusive mode, and it is necessary to create a comprehensive portrait of an employee, it is recommended to evaluate it using the 360-degree method. This method will allow you to find out the results of observations of an employee by colleagues, a manager and clients (if the employee works with them).

Questionnaire “Level of loyalty”

Instruction. You are presented with several statements expressing the various feelings that a person may have towards his or her organization. Define your own feelings. To do this, select the following answer:

1 - Strongly disagree
2 - Moderately disagree
3 - Disagree about something
4 - Difficult to answer
5 - Agree to some extent
6 - Generally agree
7 - Completely agree

Interpretation. To get the final sum, add the numbers written by the subject in the answer column. Please note that some questions have an "X" note. By the way, it does not need to be printed on the questionnaire - this is a note for you. The point is that the answers to these questions need to be reversed. So, if a person put 1, you need to change this answer to 7; 2 changes to 6; 3 - by 5; answer 4 does not change.
After performing this simple operation, calculate the total amount. This is an indicator of devotion to the organization (Table 1).

The average value for the test is 70.

However, one remark should be made regarding this questionnaire. It is not very reliable. If an employee fills it out for later reading by a manager and seeks not to lose his job, then his answers may be insincere. This is quite understandable - "paper will endure everything." Why run into trouble? And the manager is pleased when there are such dedicated and loyal employees around.

Table 1

But everyone knows that the best thing about a person is not what he says, but what he does. The above questionnaire can be converted into an observation sheet, where the manager records the behavior that is really typical for the employee. This version of the estimate is much more reliable. It is certainly not free from subjectivity, but it can be trusted to a much greater extent.

In general, the loyalty of the staff means loyalty to his organization. And it is characterized not so much by the non-cause of any harm or compliance with norms and rules (in this case, it is more likely to speak of law-abidingness, trustworthiness or honesty, but not loyalty or devotion at all), but by activities that bring additional benefits and are aimed at the goals and values ​​of the organization and readiness to defend its interests. In English-language materials, the terms organizational commitment and employee loyalty are most often used, and there are essentially no significant differences between them.

Loyalty assessment may be necessary for a company in situations where the team shows fairly clear signs of dissatisfaction. Its manifestation can be staff turnover, conflict situations, a decrease in KPI and involvement in work. Various transformations and changes can also become prerequisites for determining the level of employee satisfaction. However, most organizations that have conducted questionnaires and surveys to assess loyalty at least once continue to conduct them subsequently on an ongoing basis. Such monitoring of the working environment allows you to find out how the team lives and react proactively to various situations. Often the most unexpected and unusual problems come to light.

In fact, the only way to find out how high an employee's level of satisfaction is to ask him about it. At the same time, it is necessary to preserve the anonymity of all answers, personifying the wishes only at the initiative of the employees themselves. This important point allows you to maintain confidence in the assessment procedure in the future. Naturally, this also includes the elimination of problems - otherwise, if the improvement process does not go on, employees understand that the management does not hear them.

Of course, this can not always be done quickly, and many of the changes require considerable material costs. However, a well-established internal working environment usually generates much higher profits that offset such costs. Studies have shown that employee loyalty has a positive effect on customer loyalty: for example, with an increase in employee loyalty of a company by 1% in a quarter, customer loyalty of this company increases by 1.25% in the same quarter. A well-built motivation on the basis of the results obtained during the assessment not only works to retain existing employees, but also creates an attractive image of the company as an employer, increasing its competitiveness in the market.

Loyalty score (Thurstone scale)

The procedure for constructing the scale and the methodology for measuring the employee's loyalty to the organization were created by L.G. Pochebut and O.E. Koroleva in 1999 based on the application of the Louis Thurstone scale of equally apparent intervals. Chicago psychologist and sociologist L. Thurstone in 1927 published an article "Attitudes can be measured." In it, he first outlined the general principles of people's attitudes to various social phenomena and created a scale of "seemingly equal intervals."

Thurstone used this scale to study the attitudes of various population groups towards the church as a social institution. In 1930, another Chicago sociologist, D. Drouba, studied with her help the attitude of people towards the war. The Thurstone scale has become one of the main methods in social, political, and organizational psychology. It has been used to measure people's attitudes towards power, racism, nationalism, social organizations and processes.

A significant advantage of measuring installations built according to the Thurstone scale is the possibility of their wide application.

The Thurstone procedure allows you to measure attitudes towards any objects of social reality, taking into account the changes that are constantly taking place around us. The procedure for compiling the scale is available to any researcher and allows you to get a tool for measuring any setting that is relevant for a particular organization at a given time.

Below is a ready-made version of the scale for measuring employee loyalty to the organization.

Equipment

Instructions, cards with judgments about the employee's loyalty to the organization, a response sheet.

Operating procedure

The subject is given cards with judgments and a response sheet. If during the work the subject has questions, then the experimenter must give an explanation, but in such a way that the subject does not turn out to be oriented by this explanation to one or another answer.

response sheet

Occupation ______________ Gender ____ Age ____________

Instruction

Dear employee (organizations, firms, companies)! You have received judgment cards that indicate your attitude towards the organization in which you work. On the table in front of you is a strip of paper with numbers representing gradations from 1 to 11.

Each number is your assessment of the proposed judgment. Your task is to determine your attitude to the judgment and sort all the judgments presented into gradations.

Gradation 11 corresponds to the most positive assessment of this judgment, gradation 1 - the most negative attitude, and gradation 6 - a neutral attitude. Please distribute judgments based only on their content. The number of judgments in each gradation may be different. Thank you for your cooperation!

Judgment cards

1. The interests of the company's management and its employees in most cases do not coincide.
2. As a rule, the additional efforts of the employee are not appreciated by the management in the proper degree.
3. The leader should not discuss his problems with subordinates, as this does not contribute to maintaining authority.
4. If the leader keeps subordinates at a certain distance, then they are more responsible for the implementation of his orders.
5. To successfully lead people, you need to be aware of their problems.
6. The leader must constantly monitor the work of his subordinates.
7. The manager can forgive employees for deviating from those rules that they consider unreasonable.
8. Conflicts between employees, if they do not relate to the business area, do not affect the work of the organization.
9. At work, it is much more important to enjoy the favor of influential people than to achieve success by doing a great job.
10. People who live only for work often harm the cause with their excessive zeal.
11. The company must fulfill its obligations to employees, despite financial difficulties.
12. The management of the company should not make decisions that the majority of employees do not agree with.
13. The salary of an employee of the company should depend on the economic situation in his family.
14. One employee of the company cannot receive a salary that is 10 times higher than the salary of other employees.
15. The speed of promotion in the first place depends on the relationship with the management, and then on qualifications.
16. High-quality performance of official duties is a necessary and sufficient condition for career growth.
17. The manager can meet the request of a good employee in violation of the general rules.
18. It is pleasant to work in a friendly team, but it is more difficult to manage it.
19. If, in the opinion of the employee, the order of the head could harm the case, the employee must warn him about it.
20. Work should not bring satisfaction, but money.
21. Promotion does not contribute to the preservation of friendly relations with colleagues.
22. If the work is very interesting, it doesn't really matter how much they pay for it.
23. If the majority of employees take part in the management of the company, it will work more successfully.
24. An employee may insist on changing his supervisor if he does not correspond to his position.
25. People who seek to please their superiors are distrustful.
26. If an employee is a high-class specialist, management will be indulgent about his shortcomings.
27. If you need to get to the workplace for more than an hour and a half, then any work will seem tedious and uninteresting.
28. I carefully consider my appearance when I get ready for work.
29. Being late for work is not such a big sin.
30. Overtime work must be paid extra.
31. If one of the employees does not perform his duties too well, the rest should not interfere.
32. Employees have the right to know how much their colleagues are getting paid.
33. If at a joint party the leader promised not to punish tomorrow for being late, then there is no point in rushing to work.
34. If the leader is satisfied with his subordinate, the manifestation of additional initiative on the part of the employee can only harm him.
35. When receiving a salary, an employee has the right to count on a “thank you” from the director, and not vice versa.
36. In a company, both for employees and for managers, the rules should be the same.

Results processing

When processing the results, only answers to judgments No. 1, 3, 4, 5, 11, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 27, 32, 34 are evaluated. Other judgments are not taken into account, they serve to camouflage the true aims of the study. Depending on the gradation in which the necessary judgment is assigned, it is assigned the appropriate score.

If the subject received from 54 to 90 points, his loyalty to the organization is assessed as high, from 18 to 54 points - loyalty is assessed as medium, from -18 to +18 - loyalty is assessed as low. If the subject scored a number of points in the range from -18 to -90, then, accordingly, he is completely disloyal to his organization.

An example of a loyalty assessment questionnaire

We invite you to take part in the study conducted by "N".

One of the main goals of the Strategic Development Plan "N" is the formation of a strong corporate culture, a high level of professionalism and staff loyalty.

The purpose of this study is to obtain information about the organization of your work and the socio-psychological climate in the team.

This study is anonymous and its results will only be used in summary form.

Thank you in advance for participating in the study!

Personnel Department

Please read the questions and mark the answer that you think is the most correct using the following scale:

1 - disagree
2 - moderately disagree
3 - neutral attitude
4 - rather agree
5 - fully agree

Personal data:

We ask you to provide some personal data for the statistical processing of the questionnaire.

Age _____ years

Floor____________

Work experience in JSC “N” ____years ___months

Questionnaire Personnel Loyalty Evaluation The management of the company and the Human Resources Department conduct a survey of employees in order to optimize the personnel policy of our company. Your opinion will certainly be taken into account when improving the efficiency of the personnel management system. The questionnaire is anonymous, closed questions are offered, in which you need to mark the answer that corresponds to your position. 1. Are you satisfied with your work in our company? --- ¦ ¦ Yes. --- --- ¦ ¦ Rather, yes. --- --- ¦ ¦ I find it difficult to answer. --- --- ¦ ¦ Rather not. --- --- ¦ ¦ No. --- 2. Rank in order of importance the factors below (on a 7-point scale): --- ¦ ¦ the content of the work; --- --- ¦ ¦ working conditions; --- --- ¦ ¦ the prospect of building a career; --- --- ¦ ¦ increase of professionalism; --- --- ¦ ¦ salary; --- --- ¦ ¦ relationship with management; --- --- ¦ ¦ the atmosphere in the team. --- 3. Please mark the statement that corresponds to your position. --- ¦ ¦ I am satisfied with the work in the company and would not want to change --- place of work. --- ¦ ¦ I am satisfied with the work in the company, but I would like to change --- place of work due to objective circumstances. --- ¦ ¦ I am not satisfied with my job at the company, but would not like to --- change jobs. --- ¦ ¦ I am not satisfied with the work in the company and would like to change --- place of work. --- ¦ ¦ I did not think (did not think) about this question. --- 4. If you have a desire to speak, please write your wishes for improving the business of our company (you can skip the answer to this question). _________________________________________________________________________ _________________________________________________________________________ _______________________________________________________________________________ 5. If you think it is necessary, write your last name, first name and patronymic (You can skip the answer to this question) ___________________________________ Thank you for your answers!

Source - "Kadrovik.ru", 2010, No. 9

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