Sustainable Loyalty of Employees in Poland as a Result of the COVID-19 Pandemic

Anna Lipka and Małgorzata Król
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Anna Lipka: Department of Organizational Management, University of Economics in Katowice, 40-287 Katowice, Poland
Małgorzata Król: Department of Organizational Management, University of Economics in Katowice, 40-287 Katowice, Poland

Sustainability, 2021, vol. 13, issue 16, 1-21

Abstract: The pandemic has triggered, on one hand, a wave of employee disloyalty in the form of quitting from non-functioning companies and choosing those seeking employees, and on the other hand, reinforcing their relationships with those companies that made a lot of effort to prevent quitting or letting employees go. The cognitive aim of this article is to answer the question of whether this transition is intended to be temporary or permanent—an issue which has not been recognized in the literature on the subject so far. The planned cognitive contribution is the verification of the hypothesis pertaining to the uneven occurrence of individual types of loyalty. The study was conducted on a nationwide, representative sample (n = 1000) with the use of the CAWI questionnaire. Research has confirmed that sustainable loyalty occurs more often than other types of loyalty. This is a balanced type of loyalty in which the commitment of the employer and the employee is equal, and the employee is attached to the organization and puts their trust in it. The obtained results were interpreted in the context of the influence of the pandemic.

Keywords: types of employee loyalty; sustainable (partners) loyalty; result of the pandemic; employee routine; employee trust; a three-component conceptualization of organizational commitment; social capital; world risk society (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
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