METHODOLOGICAL APPROACHES TO DETERMINING THE ESSENCE OF STAFF LOYALTY AND ITS ASSESSMENT

The main publications on the subject of staff loyalty in recent years are considered. The essence of the concept of «staff loyalty» is studied. The classification of loyalty factors, which are divided into external and internal, is compiled. External factors reflect the situation in which the person lives, and are associated with the macro and microenvironment. Internal factors show the characteristics of the person's personality itself, which determine its loyalty to the enterprise. The main types of personnel loyalty are determined depending on the causes, level and object. On the basis of the «causes of occurrence», cognitive, affective, motivational, behavioral and forced loyalties of the staff are distinguished. The levels of loyalty can be: demonstrative disloyalty, hidden disloyalty, false loyalty, loyalty at the level of abilities, loyalty at the level of beliefs, loyalty at the level of identity. The object of staff loyalty can be the workplace, workforce, management and enterprise. These three classifications of staff loyalty are included in the methodology for assessing it. This technique is based on a review of nine other modern techniques. The calculation of the personnel loyalty index based on the Likert scale is proposed. This is done by conducting a survey and processing its results. The methodology includes twenty-eight questions, divided into seven groups. Questions relate to the causes and objects of staff loyalty. This is the identification of staff loyalty to the workplace, organization, workforce, leadership, as well as the definition of cognitive, compelled and behavioral loyalty, the study of barriers to employment abroad. When compiling the list of questions, the features of the Ukrainian labor market were taken into account. Firstly, the limited possibilities of native employers to ensure a high level of wages were taken into account. Secondly, when compiling the methodology, the high level of labor migration of Ukrainians was taken into account. Therefore, we proceeded from the assumption that existing employees of native enterprises are either less sensitive to the factor of material motivation, or their geographical mobility is significantly limited. Due to these two features of the domestic labor market, special attention is paid to the affective loyalty of staff. A distinctive feature of the methodology is also the inclusion of barriers to the dismissal of employees in the process of studying staff loyalty. The conditional example demonstrates the methodology for assessing staff loyalty. A table is provided to evaluate the level of loyalty depending on the value of the staff loyalty index. The formulas for calculating the unit, maximum and total loyalty of the personnel of the enterprise are shown.