Chapter 3 Flashcards
an employee’s desire to remain a member of an organization
organizational commitment
employee actions that are intended to avoid work situations
withdrawal behavior
an employee’s desire to remain a member of an organization due to a feeling of emotional attachment
affective commitment
an employee’s desire to remain a member of an organization due to an awareness of the costs of leaving
continuance commitment
an employee’s desire to remain a member of an organization due to a feeling of obligation
normative commitment
the people, places, and things that inspire a desire to remain a member of an organization
focus of commitment
a model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization
erosion model
a model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave
social influence model
an employee’s connection to and sense of fit in the organization and community
embeddedness
giving time or skills during a planned activity for a nonprofit or charitable group
volunteering
a response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization
exit
when an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event
voice
a passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement
loyalty
a passive, destructive response to a negative work event in which one’s interest and effort in work decline
neglect
employees with high commitment levels and high task performance levels who serve as role models within the organization
stars
employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office
citizens
employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization
lone wolves
employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their jobs
apathetics
mentally escaping the work environment
psychological withdrawal
a physical escape from the work environment
physical withdrawal
a model that predicts that the various withdrawal behaviors are uncorrelated; engaging in one type of withdrawal has little bearing on engaging in other types
independent forms model
a model indicating that the various withdrawal behaviors are negatively correlated; engaging in one type of withdrawal makes one less likely to engage in other types
compensatory forms model
a model indicating that the various withdrawal behaviors are positively correlated; engaging in one type of withdrawal makes one more likely to engage in other types
progression model
employee beliefs about what employees owe the organization and what the organization owes them
psychological contracts
psychological contracts that focus on a narrow set of specific monetary obligations
transactional contracts
psychological contracts that focus on a broad set of open-ended and subjective obligations
relational contracts
the degree to which employees believe that the organization values their contributions and cares about their well-being
perceived organizational support
