chapter 3 Flashcards
Organization commitment
the desire on the part of an employee to remain a member of the organization
withdrawal behavior
a set of actions that employees perform to avoid the work situation- behaviors that may eventually culminate in quitting the organization.
affective commitment
a desire to remain a member of an organization due to an emotional attachment to, and involvement with , that organization. You stay because you want to.
continuance commitment
a desire to remain a member of an organization because of an awareness of the costs associated with leaving it. You stay because you need to.
Normative commitment
a desire to remain a member of an org due to a feeling of obligation. You stay because you ought to.
focus of commitment
the various people, places, and things that can inspire a desire to remain a member of an org.
erosion model
suggests that employees with fewer bonds will be most likely to quit the organization
social influence model
suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave.
embeddedness
summarizes employees’ links to their organization and community, their sense of fit with their organization and community ,and what they would have to sacrifice for a job change.
4 Primary responses to negative events at work
1) exit - active, destructive response by which an individual either ends or restrict organizational membership.
2) voice - active, constructive response in which individuals attempt to improve the situation
3) loyalty - passive, constructive response that maintains pubic support for the situation while the individual privately hopes for improvement. Grin and bear it, maintain your effort level despite your unhappiness
4) neglect - Passive, destructive response in which interest and effort in the job declines. go through the motions, allowing your performance to deteriorate slowly as you mentally “check out”
Four types of employees (quadrants, combination of Task performance on x-axis and organizational commitment on the y-axis)
1) Stars - high comm, high perf- held up as role models for other employees
2) Citizens - high comm, low perf - perform many of the voluntary “extra-role” activities that are needed to make the org function smoothly.
3) Lone wolves - low comm, high perf - motivated to achieve work goals for themselves, not necessarily for the company
4) apathetics - low of both, exert the minimum level of effort needed to keep their jobs.
psychological withdrawal (def and 5 types)
actions that provide a mental escape from then work environment
1) daydreaming - least serious, appears to be working but actually distracted by random thoughts or concerns
2) socializing - verbal chatting about non-work topics that goes on in cubicles and office or at the mailbox or vending machines
3) looking busy - intentional desire on the part of employees to look like they’re working , even when not performing work tasks
4) moonlighting - use work time and resources to complete something other than their job duties, such as assignments for another job.
5) cyberloafing - using internet, e-mail, and instant messaging access for their personal enjoyment rather than work duties.
physical withdrawal (def and 5 types)
consists of actions that provide a physical escape, whether short-term or long-term, from the work environment
1) tardiness - arrive at work late or leave early
2) long breaks - longer-than-normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work.
3) missing meetings - employees neglect important work functions while away from the office
4) absenteeism - miss an entire day of work
5) quitting - voluntarily leaving the org
independent forms model
argues that the various withdrawal behaviors are uncorrelated with one another, occur of different reasons, and fulfill different needs on the part of employees.
compensatory forms model
argues that the various withdrawal behaviors negatively correlate with one another - that doing one means you’re less likely to do another
