Is Loyalty Still a Merit for Employees?

忠誠度對員工而言還是優點嗎？

Kirk Chang

團隊 ； 忠誠度 ； 管理 ； 成員 ； 組織 ； Group ； Loyalty ； Management ； Membership ； Organization

商略學報

4卷4期（2012 / 12 / 01）

257 - 274

英文

本研究係運用二個實驗去檢視團隊成員對忠誠及不忠成員的反應。實驗一分析團隊成員對於忠誠者之行為評價。實驗二則著重團隊成員對不忠成員的情緒性及懲罰性反應。而本研究是以個別成員會選擇留下或離開，來決定該成員是忠誠或不忠，當離開有利於個人卻會損壞團隊利益時。研究發現，不忠成員確實會受到更多負面評價，特別是該成員在團隊裡處於關鍵地位。進一步分析顯示，這是因為關鍵成員出現不忠行為更可能會破壞團隊認同。因此，本研究證實了忠誠度對團隊十分重要，特別是那些在實務職場上或組織內的重要主管與領導人。據此，本研究提出相關人力資源策略與管理實務上的建議。

This research investigated group reactions to disloyal and loyal members via two experiments. Experiment One analysed the loyal membership versus behaviour evaluation, whereas the Experiment Two focused on the emotional and sanction reactions against disloyal members. For both experiments, the loyalty (disloyalty) was operationalized in terms of staying in (leaving) a group when leaving is personally beneficial yet harmful to the group. Overall, research findings verified that disloyal members were still evaluated more negatively than loyal members, especially when such members were of critical status. Further analyses suggested that disloyal critical status members were disliked more because they had the potential to undermine group identification. The findings affirmed that loyal membership was still crucial to the group, especially for those critical-status managers and group leaders in real-life workplaces and organisations. Implications on HRM strategies and advices to managerial practitioners are outlined.

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