The article studies the formation of organizational loyalty during the dynamic longitudinal observation. Many researchers consider that staff turnover decrease is a result of increased organizational loyalty by definition. As a result of a meta-analysis of foreign studies for over 40 years (Tett, Meyer, 1993; Cohen, Hudecek, 1993; Porter et al., 1974; Ben-Bakr, al-Shammari, 1994; Mathieu, Zajac, 1990; Meyer et al. , 2000; Mowday, Koberg, McArthur, 1984; Blau, Boal, 1987), we can conclude that there is a reliable reciprocal relations between staff turnover and their loyalty. The negative correlations of organizational loyalty with variables associated with work termination were also revealed. Our study aim was to clarify the impact of measures changing the corporate culture on the organizational loyalty at a construction company. The construction industry was chosen because the problem of staff loyalty in case of uneven volume of orders is especially relevant to it. Also, almost all types of organizational cultures can be found in the construction industry. The study was conducted over ten years: for the period from 2007 to 2017. The number of respondents fluctuated during this time due to staff turnover in companies and depending on the availability of orders, crises in the construction industry, restructuring, and the like. In order to conduct a longitudinal study of building employees’ organizational loyalty, testing was carried out every six months using the following methods: Corporate Loyalty, Psychological Capital, OSAI, and the semantic differential “Attitude to Work”. This allowed us to trace the dynamics of the formation of organizational loyalty under the influence of economic and organizational factors. Thanks to our recommendations, the company introduced regular meetings with the participation of office workers and skilled workers, at which new construction projects, the order and timing of work, possible problems and ways to overcome them were discussed in detail. The decision on the need to attract workers, and which ones, to temporary labor agreements was also taken during a collective discussion. These measures contributed to a sense of employees’ self-efficacy that did not decrease during the next crisis.
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