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February 27, 2018

Loyalty must be earned, not assumed

It isn’t easy to see our own true colours, let alone those of others – particularly when it comes to those in positions of power. We have developed an ingrained habit of judging a book by its cover – and as a result, we fail to comprehend the thin line that exists between illusion and reality.
Yet despite this, many of us are trapped in an illusory sense of self worth. And at the same time, there exists a prevailing belief in Myanmar that employees must be loyal to the organisation that employs them, regardless of whether such loyalty is deserved. This has led to a widespread misperception of what loyalty entails. When loyalty is unwarranted but granted nonetheless, it is in fact a form of bondage. The fear that many of us feel is interpreted as faithfulness by those who wield power over us.
The average person in Myanmar is generally content with their monthly earnings. We are often unaware that our loyalty is being abused, or that we are grossly underpaid for our skills, services and dedication. This may be attributed to those in senior positions using ‘sweet talk’ to convince staff that they should devote themselves to the task at hand, without feeling it necessary to provide any concrete incentive to do so.
Developing Myanmar’s human resources necessitates the creation of a new work culture in which employers regard their employees as equal partners; if not assets. Decision makers should seek to motivate their staff rather than dominating them as mere subordinates.
The illusion that exists between most employees and employers is more dangerous than we realise. Those who mistakenly place their trust in these ‘workplace abusers’ deserve so much more. Let us see the reality and create a new working environment that rewards merit and shuns power plays.


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