Denning (2011) discussed the three basic components of genuine ethical community has trust, loyalty and solidarity (p. 121). Trust, is the most basic quality, yet it has to be earned, and arguably some can say it can be learned. The company I currently work for trust the suppliers of raw materials deliver within negotiated contracts to the customer so the customer can plan schedules accordingly. For example, a pilot is scheduled to fly a mission on Monday but suddenly equipment failure occurs where they have to order new equipment and needs expedited shipment before flight on Monday, expects to get their order on time. The pilot trust that their needs are met. The business receiving the order must trust they put the right teams in position to deliver accordingly, and a system is set up properly for the business.
If organizations really mean to "empower" teams, they have to be willing to trust people and to treat them as partners in the business (Bergel, 1997, 207). Team-based systems imply that employees are trusted to manage some discrete piece of the business (Bergel, 1997, 209). Duties of work overlap, not evenly split between union and salary workers which can be the source for those to trust within their groups, meaning union workers trust unions workers. Trust and loyalty usually coincidence, and one author mentioned, one reason is that loyal consumers exist along a continuum from the ‘truly’ loyal person who is a heavy repeat user and expresses a strong attitudinal attachment to the good or service, through to people who express ‘latent’ ‘spurious’ and ultimately ‘low’ loyalty typified by weak attitudinal attachment and little repeat purchase propensity (McKercher, Denizci-Guillet & Ng, 2012, p. 708). The work ethic — a commitment to the value and importance of hard work—among potential employees has raised a public concerns for long time (Khuong, Linh & Duc, 2015). Khuong, et. al., 2015, described employee loyalty as the commitment employees have to the success of an organization, and the recognition that working for that organization is their best option (p. 160).
My current organization encourages loyalty offering benefits to help employees with work life balance and develop relationships with employers. Development of loyalty could be more on the managers to dedicate more time to discuss career aspirations with employees. This can be done by managers being personally invested to not be reminded from a corporate level to discuss to evaluate employee performance.
Thinking of solidarity, it is first a fact, then a duty; a state of mind or feeling (that we may or may not feel) and only later a virtue, or rather a value (Moody & Achenbaum, 2014, p. 150).”Solidarity, then, means to feel oneself connected to a larger group (Moody & Achenbaum, 2014, p. 150). But the feeling itself is uncertain: "If solidarity is both community of interests (objective solidarity) and a recognition of these shared interests (subjective solidarity), it has value morally only to the extent that the interests also do, and it is rare that they do to any great extent (Moody & Achenbaum, 2014, p. 150). Based on this assessment, my current employer demonstrates this by being socially involved and encouraging employees to be involved, donating to charity from their salaries. Opportunities in solidarity can extent beyond giving back to charity and providing for employees in need but find a way to maintain business in house for employees, and evaluating strategic alliances to improve society.
Overall, communication of these values through the week, from leaders to employees and employees to suppliers and vice a versa can help align values of the organization and people.
Bergel, G. (1997). What have we learned about trust from recent experiences with teaming and empowerment? Business & Professional Ethics Journal, 16(1-3), 205.
Khuong, M. N., Linh, V. A., & Duc, V. M. (2015). The effects of transformational and ethics-based leaderships on employee's loyalty towards marketing agencies in ho chi minh city, vietnam. International Journal of Innovation, Management and Technology, 6(3), 158-165. doi:http://dx.doi.org.ezproxy.libproxy.db.erau.edu/10.7763/IJIMT.2015.V6.595
McKercher, B., Denizci-Guillet, B., & Ng, E. (2011;2012;). Rethinking loyalty. Annals of Tourism Research, 39(2), 708. doi:10.1016/j.annals.2011.08.005
Moody, H. R., & Achenbaum, W. A. (2014). Solidarity, sustainability, stewardship: Ethics across generations. Interpretation, 68(2), 150-0_5. Retrieved from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1511966066?accountid=27203
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