1

LEVEL OF ORGANIZATIONAL LOYALTY OF THE EMPLOYEES

OF MEDIAQUEST HOLDINGS INC.

______________________________________

A Mini-Research Presented To
DR. ALFREDO M. DIMAANO, DBM
Faculty of the Decision Sciences and Innovation
College of Business
De La Salle University Manila

______________________________________

In Partial Fulfillment of the Requirements for the Course

STATISTICAL ANALYSIS FOR BUSINESS RESEARCH (BUS507M)

______________________________________

By

RONALD JOSEPH C. DE LEON

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Acknowledgment

I express my gratitude to Dr. Alfredo Dimaano, for sharing his knowledge in

Statistics and for his guidance in writing this mini-research. I would also like to thank him

for inspiring our class through his lectures and his sharing of experiences from which we

have learned valuable lessons that we can apply to our disciplines.

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Abstract
Employee loyalty has been an important factor in maintaining a successful
business, as human capital is still an important asset of any organization. . Reichheld
(2001) defined loyalty as ‘’the willingness to make and investment or personal sacrifice to
strengthen a relationship.’’ This study focuses on the surveying the employee loyalty of
sampled participants from MediaQuest Holdings Incorporated. The organizational loyalty
indicators used in the study were based on Kuhmar and Shekhar’s (2012) criteria for high
employee loyalty which includes: willingness to stay in the organization, productivity,
altruistic beahviour and reciprocal loyalty from the organization. MediaQuest is the media
arm conglomerate of PLDT. MQ owns PLDT’s digital cable provider (Cignal),
broadcasting companies (TV5, Unitel and the National Broadcasting Company), as well
as the shares and ownership of its newspaper enterprises (Philippine Star and the
Inquirer).

The study sampled 60 of MQ’s employees, with the primary goal of measuring (1)
organizational loyalty of the employees and (2) identifying whether there is any significant
relationship between age and organizational loyalty of its employees. Data analysis tools
that were used were descriptive statistical tools such as mean and standard deviation
measurement for organizational loyalty level, analysis of variance (ANOVA) and t-tests
for analysis of the significance of difference between organizational loyalty with respect
to the profile variables used in the survey instrument and a measure of relationship such
as Pearson Product-Moment Correlation in measuring the relationship of age and
organizational loyalty. Results of the study shows, that MediaQuest employees have a
high level of organizational loyalty, with the highest indicator being concerned with the
employees being productive and having altruistic behavior. The indicator with the lowest
mean organizational loyalty was concerned with the employees’ involvement in the
decision making and objective setting of the organization.

Based on the measures of differences, none of the profile variables had a

significant difference with organizational loyalty. Age, based on the Pearson Product-
Moment Correlation measurement had a significant relationship with organizational
loyalty. It was concluded that as age increases, organizational loyalty also increases.

With the result of the measurement of the organizational loyalty of the employees,
MediaQuest can still improve on the given indicators of high employee loyalty. The
research also recommends the organization to increase involvement of rank-and-file
employees in the decision making and objective setting of the company. Also with age
having a significant relationship with organizational loyalty, the organization may use this
as a variable for future hiring and retaining of employees.
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TABLE OF CONTENTS

A. Title Page
B. Acknowledgment
C. Executive Summary

1. Introduction
1.1 Company Profile
1.2 Theoretical Framework
1.3 Statement of the Problem
1.4 Hypothesis
1.5 Significance of the Study
1.6 Scope and Limitations
2. Method
2.1 Research Design
2.2 Instrument
2.3 Data Gathering Procedure and Participants
2.4 Statistical Treatment
3. Results and Discussion
3.1 Tabular and/or Graphical Presentations
4. Conclusions
5. Recommendations
6. References
7. Attachments
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1. INTRODUCTION

Background of the Study

Having loyal clients are vital to the success of a successful business, but loyal employees

are equally important. It takes human capital to generate other capitals required by the

organization. While a machine may eliminate the need to have hundreds of production

workers to do manual labor, it still takes human capital to design and build the machine.

As we move deeper into a knowledge-based economy that depends on information,

knowledge and high-level skills, human capital will become increasingly important.

How an employee perceives their organization drives employee commitment to the job

as well as to the company. Reichheld (2001) defined loyalty as ‘’the willingness to make

and investment or personal sacrifice to strengthen a relationship.’’ Although researchers

and business ethicists have done studies on employee work ethics, the concept of

employee loyalty remains loosely defined.

McCusker and Wolfman (2002) surveyed on how employee loyalty is defined among HR

professionals and a sample of employees as their respondents. The researchers focused

on women who worked in either Massachusetts or California, 60% having children, with

a median annual salary of $50,000 to $100,000. Loyalty was described by the researchers

as ‘’a devotion to the company, and a positive representation of the company to the

greater community. The ability of people to look at what's best for the organization and

sometimes put the company ahead of personal, family and other considerations.’’ The

respondents had a similar definition, which includes loyalty as being willing to stay through
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good and bad times, internalizing company goals as personal goals, and giving extra time,

energy and commitment to the company when necessary.

1.1 Company Profile

MediaQuest Holdings Inc., is a media conglomerate of PLDT. Most of PLDT’s

media establishment are owned by MediaQuest including Cignal Digital TV,

BusinessWorld Publishing Corporation, 30% of Unitel Group, National Broadcasting

Corporation and ABC Development Corporation (TV5). MediaQuest was established in

the 1990s by PLDT through its Beneficial Trust Fund, a retirement fund agency. Today,

MediaQuest functions as a 360-degree media arm of the PLDT group.

1.2 Conceptual Framework

As mentioned in Kuhmar and Shekhar’s (2012) case analysis on Perspectives

Envisaging Employee Loyalty, perceptions that indicate high employee loyalty are as

follows:

‘’a) A willingness to remain with the organization (Solomon, 1992), b) Productivity

that exceeds normal expectations, i.e., goes beyond the call of duty (Mowday, Porter and

Steers, 1982), c) Altruistic behavior (Laabs,1996) and d) Reciprocal, i.e., the employee’s

loyalty to the organization must be matched by the organization’s loyalty to the employee

(Solomon,1992).’’
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a) willingness to stay in the

Organizational Loyalty
organization

b) productivity

c) altruistic behaviour

d) reciprocal loyalty

To further substantiate the framework provided, a study by Burke (2006), stated

that reciprocal loyalty and willingness to stay in the organization can be affected by the

following factors: (a) providing an emphasis on strong and committed leadership that is

augmented with clear communication strategies, (b) providing a safe and secure

environment; (c) providing tangible rewards that incorporate compensation and benefits

and providing intangible rewards such as recognition; (d) providing personal growth along

with a strategy for organizational growth; (e) providing an environment where there is

support from managers and coworkers to help balance the workforces' personal and work

lives. According to Maxham et. al (2008), both consumer satisfaction and loyalty are

considered as outcomes affected by the organization’s employee productivity. It was also

related in the study that productivity is also a factor for employee satisfaction and loyalty

being human resource factors in the workplace. Altruistic behavior was defined by Laabs
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(1996) as ‘’behaviour beyond call of duty’’ wherein an employee would go out of his or

her way to accomplish any tasks given by the organization despite obstacles.

1.3 Statement of the Problem

This study aimed to assess the level of Organizational Loyalty (OL) among the

employees of Media Quest Holdings Inc. Specifically, it ascertained answers to the

following inquiries:

1. What is the profile of the participants in terms of:

1.1 gender;

1.2 age;

1.3 civil status;

1.4 monthly salary;

1.5 religious affiliation;

1.6 educational background;

1.7 work designation;

1.8 work status ;

1.9 length of service;

2. What is the total level of organizational loyalty of Media Quest employee

participants?

3. Is there a significant difference in the assessment of the participants with regards

to the level of organizational loyalty of Media Quest employees with respect to the

profile variables?
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4. Is there a significant relationship between age and organizational loyalty of

MediaQuest employees?

1.4 Hypotheses

At 0.05 level of significance and 95% confidence limit, the following hypotheses

were tested:

Ho1: There is no significant difference in the assessment of the participants with

regards to the level of organizational loyalty of MediaQuest employees with respect to

the profile variables.

Ho2: There is no significant relationship between age and organizational loyalty of

MediaQuest employees.

1.5 Significance of the Study

The study was conducted to determine the organizational loyalty of Media Quest

employees in order to provide an assessment whether the employees are loyal to the

organization, using the indicators of the level of organizational loyalty mentioned in the

theoretical framework. As human resources are considered as one of the vital

components of a successful enterprise, determining the level of loyalty among employees

is significant in identifying whether the organization is operating at its optimum

performance and if not, would help in identifying points of improvement in terms of

handling its employees.

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Specifically, the findings of this study will be addressed to the following groups and

individuals:

Administrators and Management. Understanding the significant indicators for

organizational loyalty among employees can aid the management in measuring whether

employee involvement is sufficient to maintain loyalty to the organization. This can also

help determine which indicators would aid in identifying which of the employees have the

highest tendency to stay, therefore reassuring that the company investments, such as

trainings and seminars, on the employee would benefit the organization. Variables

included such as age, salary, religion, civil status and length of service would also help

the management in observing whether there is significant correlation.

Employees. Awareness of one’s loyalty to the organization may help the employee

identify what are expected of him or her as a member of the organization. This can also

help the employee on deciding whether he or she is truly satisfied their current

employment status in the organization.

Researchers. This research can provide other researchers the idea to come up

with other applications of the organizational loyalty indicators provided in the study in

industries other than the participants of the research.

Media Related Companies. Since the MQ is media company, the research can be

used as an example by other media related companies in measuring employee OL as

well predictive indicators for it.

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1.6 Scope and Limitations

Study focuses on applying the theory on Organizational Loyalty as utilized by Kuhmar

and Shekhar (2012) on measuring the employee variables, and will only factor in the

variables stated in the study such as reciprocal loyalty, altruism, productivity and

willingness to stay in the organization. The study would only be limited to employees of

MediaQuest with a limited sample of 60 respondents.

2. METHOD

This section presents the methodological process in the implementation of the

study. It discusses the rationale on the use of the research design, the conditions for

sample selection, reliability and validity of the instruments, the data gathering procedure,

and the basis for employing the different statistical techniques in the treatment of the data.

2.1 Research Design

This study made use of a quantitative approach using a descriptive research

design, using Pearson’s Product-Moment Correlation (Rxy), Analysis of Variance and

(ANOVA) in determining whether there is a significant relationship and difference between

the level of OL and with respect to each of the profile variables. Descriptive research

design was used to obtain information concerning the current status of the phenomena

and to describe "what exists" with respect to variables or conditions in a situation. In the

context of the study, the research aims to describe the current status of organizational

loyalty among MediaQuest employees as well as the significance of the profile variables

using the OL indicators found in the literature. The OL indicators were based from Kuhmar
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and Shekhar’s (2012) study on employee loyalty which includes: Willingness to Stay in

the Organization, Productivity, Altruistic Behaviour, and Reciprocal Loyalty.

2.2 Instrument

The instrument used in the study was a two-part questionnaire, substantiated by the

literature readings of the researcher. Part I of the survey questionnaire serves as a

solicitation of the participants’ profile. Part II focuses on measuring the OL variables,

which uses the OL indicators of the study. The instrument used in the study was a

questionnaire adopted from Dimaano’s (2009) study on organizational loyalty.

2.3 Participants and Data Gathering Procedure

The participants of the study were a sample of MediaQuest employees. The list of

names that were used in creating the sample of respondents was based on a randomly

generated list using the profiling software by the Human Resources Department of

MediaQuest. After the sample list was processed, the researcher proceeded to
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administering the survey among the participants. The questionnaires were retrieved and

encoded the day after the administration of the survey.

2.4 Data Analysis

The data gathered from the respondents were analyzed using the following

statistical tools:

Frequency Count and Percentage Distribution (f and %). These statistical tools were

utilized to present the profile of the participants.

Mean and Standard Deviation (M and SD). These statistical device were used to

describe the organizational loyalty level of MediaQuest employees.

T-Test and Analysis of Variance (ANOVA). These statistical instruments were applied

to ascertain existence of significant difference in the assessment of the participants on

the level of OL when they are grouped according to the profile variables.
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Pearson’s Product-Moment Correlation (Rxy). This measure of relationship and

association (MRA) tool was used to determine whether there exist a significant

relationship between age and organizational loyalty level of MediaQuest employees.

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3. RESULTS AND DISCUSSION

This section presents the results of the study, provides in-depth analysis

and interpretation of data, and discusses the implications of the findings to quality

assurance programs of higher education in general and to the participant institutions’

development goals in particular. The flow of the presentation and discussion of the data

follows the sequence of the research objectives postulated in the Statement of the

Problem.

3.1 Tabular and Graphical Presentations

Below is Table 1, containing the profile of the participants of the study distributed

according to the demographic variables included in the study. As seen in Table 1.1

Gender, majority of respondents were female (55%) while there were only 27 male

participants (45%).

Table1. Frequency and Percentage Distribution of the Participants According to

Demographic Variables

Table 1.1 Gender: Frequency Percentage %

Male 27 0.45 45%
Female 33 0.55 55%
Total: 60 1.00 100%

Table 1.2 Civil Status Frequency Percentage %

Single 30 0.5 50%
Married 30 0.5 50%
Total: 60 1.00 100%

Table 1.3 Monthly Salary Frequency Percentage %

below 15,000 13 0.22 22
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15,000 - 19,000 10 0.17 17

20,000 - 24, 999 15 0.25 25
25, 000 - 29, 999 9 0.15 15
30,000 - 34,999 5 0.08 8
35,000 - 39,999 3 0.05 5
40,000 - 44,999 2 0.03 3
45,000 - 49,999 1 0.02 2
50,000 - above 2 0.03 3
Total: 60 1.00 100

Table 1.4 Religious Affilation Frequency Percentage %

Roman Catholic 45 0.75 75
Non-Roman Catholic 15 0.25 25
Total: 60 1.00 100

Table 1.5 Educational Background Frequency Percentage %

Non-BS Degree Holder 7 0.12 12
Bachelor's Degree Holder 40 0.67 67
Bachelor's Degree w/Master's Units 5 0.08 8
Full-Fledged Master's Degree Holder 5 0.08 8
Master's Degree w/Doctoral Units 3 0.05 5
Full-Fledged Doctoral Degree Holder 0 0.00 0
Total: 60 1.00 100

Table 1.6 Work Designation Frequency Percentage %

Top Management 2 0.03 3
Middle Management 21 0.35 35
Rank and File 37 0.62 62
Others 0 0.00 0
Total: 60 1.00 100

Table 1.7 Work Status Frequency Percentage %

Permanent 39 0.65 65
Probationary 21 0.35 35
Total: 60 1.00 100

Table 1.8 Age Group Frequency Percentage %

18 - 24 16 0.27 27
25 - 31 33 0.55 55
32 - 38 9 0.15 15
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39 - 45 1 0.02 2
46 - 52 1 0.02 2
Total: 60 1.00 100

Table 1.9 Length of Service in the Present

Employment Frequency Percentage %
< 3 years 22 0.37 37
3-5 years 21 0.35 35
6-8 years 14 0.23 23
9-11 years 3 0.05 5
12-14 years 0 0.00 0
15-17 years 0 0.00 0
18-20 years 0 0.00 0
21-23 years 0 0.00 0
24-26 years 0 0.00 0
27-29 years 0 0.00 0
30 years or more 0 0.00 0
Total 60 1.00 100

The respondents were equally distributed in terms of civil status with 50% either

being married or single. Most participants were between the age of 26 – 30 yrs. old (38%),

with the majority earning P20,000 - P24,999 as monthly salary. In terms of religious

affiliation, 75% were Roman Catholics.

The respondents mostly consisted of Bachelor’s degree holders (67%) with only

13 (21%) respondents with graduate studies units and 7 (12%) without any college

degree, validating the notion of the importance of having a college degree in the

Philippines in terms of probability of employment. Of the 60 employee respondents, most

were rank and file (62%) and middle management (35%).

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Being a fairly new company at the time of data collection, most of the employees

surveyed have only been in the organization 5 years or less (72%), with the majority of

the respondents having a permanent status (65%).

Table 2. Means and Standard Deviations on the Level of Organizational Loyalty of

the Participant Employees

Standard Verbal
Level of Organizational Loyalty Indicators Mean Deviation Interpretation
1. I feel a strong personal attachment to this
organization. 3.27 0.48 SA
2. I am proud to work for this institution. 3.25 0.47 SA
3. I would recommend this organization to potential
clients. 3.28 0.49 SA
4. I would recommend this organization to my friends
as a place to work. 3.18 0.50 A
5. I plan to work in this organization for many more
years. 3.22 0.56 A
6. There are many positions I could consider in the
local job market. 3.23 0.46 A
7. I prefer this organization than others because of
what it stands for, that is, its mission, values and
beliefs. 3.23 0.50 A
8. I appreciate the organizational leadership fostered
in this institution because it empowers other people
in organization to make and carry out decisions. 3.22 0.49 A
9. I would go above and beyond what is normally
expected to solve a problem. 3.27 0.45 SA
10. I’m always focused on what needs to be done and
not just what I’ve been assigned. 3.32 0.47 SA
11. I am willing to change on how I perform my job if
this will help this organization. 3.42 0.50 SA
12. When confronted with a problem or obstacle at
work, my response is “there’s got to be a way.” 3.42 0.50 SA
13. I feel my employer cares to develop me for the
long term, not just the current job. 3.25 0.51 SA
14. This organization gives me the freedom to make
my own decisions at work. 3.27 0.48 SA
15. I am sure that employees get the resources they
need to help them do their work well. 3.28 0.49 SA
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16. I believe that this organization provides enough

training and development opportunities to help me
do my work effectively. 3.25 0.51 SA
17. I am certain that this organization believes that its
success depends on always acting with integrity. 3.23 0.50 A
18. I believe that employees are encouraged to try
new ways of doing things at work. 3.23 0.46 A
19. I feel my employer respects my knowledge and
trusts my abilities. 3.23 0.50 A
20. I clearly understand my work objectives and my
role in achieving organizational goals. 3.28 0.49 SA
21. I know the impact of my contribution on team
and organizational goals. 3.28 0.52 SA
22. I know how my performance is measured and
what the performance targets are for my job. 3.23 0.53 A
23. I am confident that employees are encouraged to
raise ideas and issues in this organization. 3.15 0.48 A
24. I am employed in an organization provides
compensation that reflects the value of employee’s
performance. 3.15 0.58 A
25. I am involved in planning, decision-making and
establishing work objectives. 2.88 0.58 A
26. I appreciate the effort of this organization to set
the standard for excellence and produces competitive
and upright individuals in the workplace. 3.08 0.65 A
27. I feel like I am active and respected member of
the organization. 3.18 0.54 A
28. I believe that this organization has earned my
loyalty. 3.23 0.53 A
29. I am happy that this organization attracts and
retains outstanding employees. 3.22 0.49 A
30. I support the initiative of this organization as it
strives to maintain an outstanding reputation of
community involvement. 3.27 0.45 SA
31. I support the initiative of this organization as it
strives to maintain an outstanding reputation of
community involvement. 3.25 0.47 SA
32. I find ways and means to promote my institution. 3.20 0.58 A
33. I make mention of my organization in assemblies
and conferences 3.25 0.44 SA
34. I secure my organization away from undesirable
talks and images. 3.27 0.48 SA
35. I invite other’s attention to recognize the best
features of my organization. 3.30 0.46 SA
Grand Average 3.24 0.38 High
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Verbal Interpretations
Parameters: (VI) Qualitative Descriptors
3.25 - 4.00 Strongly Agree (SA) Very High
2.50 - 3.24 Agree (A) High
1.75 - 2.49 Disagree (D) Low
1.00 - 1.74 Strongly Disagree (SDA) Very Low

Examining the results of the given indicators and the mean of OL level,

MediaQuest employees have a high level of organizational loyalty which also means that

there is still room for improvement. It can be noticed that items 11 and 12, ‘’ I am willing

to change on how I perform my job if this will help this organization’’ and ‘’When

confronted with a problem or obstacle at work, my response is “there’s got to be a way,”

had the highest mean of 3.42 and a standard deviation of 0.5. This indicates that

MediaQuest employees exemplify productivity and altruistic behavior (Laabs, 1996). The

lowest indicator on the other hand, was item number 25 which asks the involvement of

the employee in the decision making and establishing of work objectives with the mean

of 2.88. This result can be attributed due to the work designation of the participants. 62%

of the sample consisted of rank and file employees who are not usually engaged in this

manner by large scale organizations since decision making and objective setting are

decided by those several tiers higher than rank and file employees and communicating

can be inefficient.
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Table 3. Summary of T-Test and Analysis of Variance for Organizational Loyalty

Level with respect to Demographic Variables

Table 3.1 T-Tests

Variables Mean1 Mean2 t-value df p Valid Valid Std.Dev. Std.Dev. F-ratio p

1N 2N 1 2

Gender 3.25714 3.21991 0.370577 58 0.712303 27 33 0.409081 0.368359 1.233322 0.567838

Civil 3.31714 3.15619 1.645372 58 0.105303 30 30 0.406378 0.349181 1.354437 0.418889

Status

Religious 3.24127 3.22286 0.159369 58 0.873932 45 15 0.414691 0.285755 2.106014 0.130779

Affiliation

Work 3.24102 3.22857 0.118727 58 0.905902 39 21 0.383034 0.396000 1.068849 0.833596

Status

Table 3.2 ANOVA

Variables SS df Effect MS Effect SS Error df Error MS F p

Effect Error

Monthly Salary 1.470991 8 0.1838738 7.242628 51 0.142012 1.294773898 0.267303

3 6

Educational 0.879158 4 0.2197896 7.834460 55 0.142445 1.542981532 0.202610

6 2
Background

Work Designation 0.865285 2 0.4326425 7.848334 57 0.13769 3.142147642 0.050757

3
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Length of Service 0.480736 3 0.1602454 8.232882 56 0.147016 1.089988067 0.360928

8 9

Based on the calculations of the T-tests and ANOVAs, none of the profile variables

have a significant difference with the organizational loyalty level of MediaQuest

employees. Despite the difference in the means of organizational loyalty level of the

grouped variables, the differences cannot be attributed to the grouped variable measured.

For example, even if there is a difference in the mean level of organizational loyalty

between males and females, it does not dictate whether males will always be more loyal

than females or vice versa. It can be interpreted that other variables than the ones used

in the instrument would probably dictate organizational loyalty.

Graph 1. Scatterplot for Pearson’s Product-Moment Correlation of Age and

Organizational Loyalty
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Mean Std.Dv. r(X,Y) r² t p N Constant Slope Constant Slope

Age 27.65000 5.470491
OL 3.23667 0.384303 0.267650 0.071637 2.115548 0.038689 60 2.716779 0.018802 15.31842 3.809964

Upon analysis of Graph 1, it can be concluded that age has a significant

relationship with organizational loyalty. Based on the graph, age and organizational

loyalty has a positive correlation which indicates that as age increases, organizational

loyalty increases. With this result it can be concluded that as employment opportunities

lessens for an aging employee, the more loyal he or she is with the organization he

belongs to. Roehling (2001) also supports this result wherein employees from 35 and

above have higher tendencies to stay and be loyal with organization they are with.

Maturity can also be a factor for this correlation as it can be an attribute that affects an

employee’s behavior towards work and professionalism. Younger employees tend to be

too idealistic with their expectations of workplace culture or their expected reciprocal

loyalty.

4. CONLCLUSIONS

According to the survey, the participant MediaQuest employees have a high level of

organizational loyalty. The researcher also concludes, based on the results of the data

analysis, that there is no significant difference between organizational loyalty of

MediaQuest employees and the profile variables that were used in the study. There is,

however, a significant positive correlation between the age of MediaQuest employees

and their organizational loyalty which means that as the age of the employee increases,

organizational loyalty also increases,

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5. RECOMMENDATIONS

With the results of the measurement of organizational loyalty of the respondents,

MediaQuest can still improve in terms of organizational loyalty of It employees and may

use the theoretical framework of the study as a criteria on which factors can still be

improved upon in the organization.

Based on the findings, the researcher recommends exploring other possible profile

variables that can be used to acquire a significant difference with organizational loyalty.

It is also recommended that the organization should improve the involvement of rank-

and-file employees with the decision making and objective setting of the organization to

increase organizational loyalty. Due to the positive correlation of the age of employees

with organizational loyalty, the organization is also recommended to use age as a criterion

for future employee hiring and retaining.

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6. REFERENCES:

Burke, W. S. (2006). Exploratory study of organizational loyalty: Comparison between

senior executives and employee views.(Order No. 3213225, Pepperdine

University). ProQuest Dissertations and Theses, , 239-239 p. Retrieved from

http://search.proquest.com/docview/304908391?accountid=28547. (304908391).

England, G. W. (1983). Japanese and American Management: Theory Z and Beyond..

Journal Of International Business Studies, 14(2), 131-142.

Laabs, J. J. (1996), Employee Commitment, Personnel Journal, 58-66.

Maxham J.G , Netemeyer R.G. and Lichtenstein D.R. (2008)

Marketing Science, Vol. 27, No. 2 pp. 147-167

Kumar, D. S., & Shekhar, N. (2012). Perspectives Envisaging Employee Loyalty. Journal

Of Management Research (09725814), 12(2), 100-112.

Sullivan, J. J. (1983). A Critique of Theory Z. Academy Of Management Review, 8(1),

132-142. doi:10.5465/AMR.1983.4287722

Reichheld, Frederick (2001), The Loyalty Effect: The Hidden Force Behind Growth,

Profits and Lasting Value, Harvard Business Press.

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Reichheld, F. F. (1996), The Loyalty Effect, Harvard Business School Press, Boston,

Massachusetts.

Roehling, P., Roehling M. and Moen, P. (2001) The Relationship Between Work-Life

Policies and Practices and Employee Loyalty:A Life Course Perspective. Journal of

Family and Economic Issues June 2001, Volume 22, Issue 2, pp 141-170
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ATTACHMENTS: ACCOMPLISHED SURVEY QUESTIONNAIRE