Employee loyalty: an exploration of staff commitment levels towards retailing, the retailer and the store

Foster, Carley; Whysall, Paul; Harris, Lynette

doi:10.1080/09593960802299494

Cited by 24 publications

(26 citation statements)

References 43 publications

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“…Surprisingly, research related to labour turnover in retail has not attracted a lot of research over the years, although there are some important exceptions (see e.g. Arndt et al 2006;Booth and Hamer 2007;DeConick and Bachmann 2005;Foster, Whysall, and Harris 2008;Harrison and Gordon 2014;Heidig et al 2018;Hendrie 2004;Hicks 2007;Ramaseshan 1997;Siebert et al 2006;Tang et al 2014;Tian-Foreman 2009). Research on labour turnover and employee mobility, in general, tends to emphasize the importance of human resource management and working conditions at the workplace (see review below).…”

Section: Introductionmentioning

confidence: 99%

Intra-urban location of stores and labour turnover in retail

Han

Håkansson

Lundmark

2019

The International Review of Retail, Distribution and Consumer R

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The aim of this paper is to analyse labour turnover in retail firms with stores in different city locations. This case study of a Swedish mid-sized city uses comprehensive longitudinal register data on individuals. In a first step, an unconditional descriptive analysis shows that labour turnover in retail is higher in out-of-town locations, compared to more central locations in the city. In a second step, a generalized linear model (GLM) analysis is conducted where labour turnover in downtown and out-of-town locations are compared. Firm internal and industry factors, as well as employee characteristics, and location-specific factors are controlled for. The results indicate that commuting costs and intra-urban location have no statistically significant effect on labour turnover in retail firms. Instead, firm internal factors, such as human resource management, has a major influence on labour turnover rates. The findings indicate that in particular firms with multiple locations may need to pay extra attention to work conditions across stores in different places in a city, in order to avoid diverging levels of labour mobility. This paper complements previous survey-based studies on labour turnover by using a comprehensive micro-level dataset to analyse revealed rather than stated preferences concerning job-to-job mobility. An elaborated measure of labour turnover is used to analyse differences between shopping areas in different locations within the city. The particular research design used in this paper makes it possible to isolate the effect of intra-organizational conditions by analysing mobility within firms with workplaces in both downtown and out-of-town locations. This is the first comprehensive study of labour turnover and mobility with an intra-urban perspective in the retail sector.

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Section: Introductionmentioning

confidence: 99%

Intra-urban location of stores and labour turnover in retail

Han

Håkansson

Lundmark

2019

The International Review of Retail, Distribution and Consumer R

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“…We have argued elsewhere (Foster, Whysall, and Harris 2008) that these workers are exhibiting 'continuance commitment' (Allen and Meyer 1990). As argued previously, their dissatisfaction becomes a greater concern if we assume it to be a cumulative process whereby the sum is greater than the individual parts (Burmeister 2004).…”

Section: Discussion and Further Research Directionsmentioning

confidence: 96%

Job dissatisfaction among retail employees: a study of three leading UK retailers

Whysall

Foster

Harris

2009

The International Review of Retail, Distribution and Consumer R

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Despite the general awareness that working in retailing is unattractive to many workers, relatively little is known about which aspects of retailing are actually disliked, or how that varies across groups within the workforce, employers, or types of store. Initial analyses from an extensive survey of UK retail employees show that statistically significant variations exist in terms of dislike of retail employment and particular aspects of that employment. Exploratory factor analysis shows that while a general dimension of discontent is identifiable, there are also specific concerns, such as among more senior staff who are particularly concerned about long hours, and younger employees frustrated at a perceived lack of career progression. However, there is also a dimension of relative contentment with work circumstances among large numbers of female part-time workers and older staff.

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“…A number of researchers speak of a normative commitment as a person's commitment to remain in the organization. They believe that commitment is determined by "the value of loyalty as such and a duty to the organization" (Foster, Whysall& Harris, 2008). The employee continues to assist the organization, because (s)he believes that (s)he should behave in this way, because it is "right", and such behavior is expected of her/him.…”

Section: Literature Reviewmentioning

confidence: 99%

The Influence of Management Style and Emotional Intelligence on the Formation of Employees’ Commitment and Loyalty

Trofimov

Drobot

Kokarieva

et al. 2019

HSSR

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on the formation of commitment and loyalty among the staff, and compare different styles of personnel management and determine the most effective. Methodology:The methodological basis of the study was formed by the following principles: the principle of internal and external determination unity, the principle of consciousness and activity unity, the principle of systemic nature, the principle of objectivity, the principle of qualitative and quantitative approach in the process of data analysis, the principle of validity. Statistical processing of data included analysis of the significance of differences using the analysis of variance, the determination of correlation relationships between certain indicators. The correlation was performed with Pearson and Spearman coefficients. Statistical processing was carried out with the software package of SPSS 16.0. Main Findings: The staff is a valuable resource for the organization. And for a long time already it is known, that effective work of employees raises competitiveness and profitableness of the organization. Therefore, the management of personnel, as well as the formation of commitment and loyalty is becoming a top priority. In the course of our study, we studied the factors that affect the formation of commitment and loyalty of employees. We determined that under the current conditions of doing business in Ukraine, the level of loyalty and corporate culture depends on the management style and other factors that affect their level: 1) If the manager is oriented toward production goals, without taking into account the "personal factor", the level of organizational loyalty of subordinate employees is reduced. The highest level of development of communications between workers in the company raises the level of their loyalty. 2) Democratic leadership style increases the level of loyalty, corporate culture, and job satisfaction, and the authoritarian style of leadership leads to their reduction. 3) The presence of diverse tasks that meet the characteristics of workers and positive relationships with colleagues increase the level of loyalty and employee satisfaction. 4) The severity of such tendencies as "trustfulness- tameness -dependence" and "responsiveness-unselfishness-sacrifice" in the manager increases the level of loyalty of subordinates. Taking into account such factors by management as a mode of work, the diversity of work, independence in work, the correspondence of work to abilities, the possibility of advancement, the level of work organization, relations with colleagues, technical equipment, employee satisfaction with his labor can increase the level of corporate culture and its components. Applications of this study: The study could be useful for HR-specialists, managers, psychologists, and employees in different spheres. Novelty/Originality of this study: Undoubtedly, loyalty plays an important role in the success of the organization. The level of employees’ loyalty, as well as their attitudes and labor values, largely determine the degree of staff's susceptibility to both external (salary, benefits, working conditions, etc.) and internal (the content of the work performed, the opportunities for professional growth, recognition, and evaluation of achievements) incentives.

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Employee loyalty: an exploration of staff commitment levels towards retailing, the retailer and the store

Abstract: Abstract

Cited by 24 publications

References 43 publications

Intra-urban location of stores and labour turnover in retail

Intra-urban location of stores and labour turnover in retail

Job dissatisfaction among retail employees: a study of three leading UK retailers

The Influence of Management Style and Emotional Intelligence on the Formation of Employees’ Commitment and Loyalty

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