The effect of organizational loyalty on employee performance A field study in Yemeni banks in the capital, Sana’a

Abstract

This study aimed to measure the impact of organizational loyalty with its dimensions (emotional loyalty, continuous loyalty, moral loyalty) on the performance of workers in Yemeni banks in the capital Sana’a. The study followed the descriptive analytical approach and relied on the questionnaire as the main tool for collecting data from the study sample, which numbered (322). Single, and the data were analyzed using (SPSS) program as well as (SMART-PLS) program, and the study reached a number of results, the most important of which was the presence of a statistically significant effect at the significance level (0.05≥α) of organizational loyalty on the performance of employees, as well as the presence of a high level of loyalty The highest achievement was for the two dimensions (moral loyalty, then emotional loyalty), and the lowest achievement was for the (continuing loyalty) dimension. The level of employee performance was high, and the highest achievement was for the (organizational commitment) dimension, and the lowest achievement was for the (job satisfaction) dimension. The study presented a set of recommendations. The most important of which are: the necessity of maintaining and enhancing the level of organizational loyalty in banks by providing a work environment that helps with a sense of loyalty, developing a system for wages and financial rewards, in a way that is commensurate with the needs and aspirations of employees in order to ensure their continuity in work, as well as increasing attention to the performance of employees in the bank as it is the basic pillar. In achieving the goals through qualifying and training employees and participating in presenting ideas and opinions and drawing up the bank’s policies.