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Employee Loyalty Can't Be Purchased
--by Matt Bloom, University of Notre Dame
NOTRE DAME, Ind., May 8 (AScribe Newswire) -- The forced resignation of Don Carty, former CEO of American Airlines, has brought with it timely reminders of how important notions of fairness and justice are to employees. Most assuredly, tremendous damage can be done to the morale and commitment of employees any time managers let their self-interest run amok.
But I am also concerned about another, perhaps more insidious, crisis that Carty's resignation points to, and that is the demise of true loyalty among many managers and employees in America's companies.
Carty claimed he needed to pay "retention bonuses" to his most senior and most important managers, which suggests he was building, at best, a kind of mercenary loyalty among them. Mercenary loyalty is based fundamentally on a "what's in it for me" attitude, and it is easily redirected when another organization is willing to give more. But more importantly, this kind of loyalty never will produce the passion, commitment, and excellence that companies need from their managers.
Innovation, dedication and high performance are born out of a deep excitement and fervor for what one is doing and not simply from being offered enough extrinsic rewards. Economic rewards matter, to be sure, but they are never enough by themselves.
Herbert Simon, a Nobel laureate in economics and luminary in the field of management, once wrote that, "although economic rewards play an important part securing adherence to organizational goals and management authority, they are limited in their effectiveness. Organizations would be far less effective systems than they actually are if such rewards were the only means, or even the principle means, of motivation available." He goes on to assert that it is through pride in one's work and true loyalty to the organization that companies are able to obtain the performances, creativeness and work hard they need to be successful.
--TO BE CONTINUED |
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