Institutional affiliation and Job loyalty and their relationship to performance


  • Prof. Dr. Sameer Suleiman Al-Jamal International Suleiman University (Britain/Türkiye), Author



Institutional Affiliation, ; Job Loyalty, Performance, Competitive Advantage, Benefit.


The study aimed to identify the concepts of Institutional Affiliation and Job Loyalty, and their role in achieving performance. The study used the analytical method, which depends on deconstructing the basic elements of the research topics, and then studying them in an in-depth manner, and then deriving provisions or rules. Through it, generalizations will made that help solve problems. The study concluded that institutional affiliation is an internal behavior among individuals that pushes them towards greater performance, in order to achieve the organization’s goals and maintain its permanence, continuity and distinction. The degree of institutional affiliation is not fixed, and its intensity increases or decreases according to the reciprocal relationship between individual and organization that belongs to him. The results also indicated that the degree of Job Loyalty is not fixed. The intensity increases or decreases according to what the organization provides to individual in terms of fulfilling his ambitions and hopes, and according to the benefit obtained from belonging to the organization, as the percentage of benefit obtained increases, and the individual’s loyalty to the organization linked to the strength of the relationship between individual and those responsible for it. The results also showed that achieving the required performance requires employees to exert their utmost efforts to reach an outstanding level of performance, and that achieving outstanding performance requires achieving job satisfaction, and the availability of institutional affiliation and loyalty. The study came out with several recommendations.




How to Cite

Institutional affiliation and Job loyalty and their relationship to performance. (2024). Journal of Scientific Development for Studies and Research (JSD), 5(18), 234-250.

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