Chapter 3 Flashcards
Organizational Commitment
An employee’s desire to remain a member of an organization
Withdrawal Behaviour
Employee actions that are intended to avoid work situations
Affective Commitment
An employee’s desire to remain a member of an organization due to a feeling of emotional attachment
Continuance Commitment
An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving
Normative Commitment
An employee’s desire to remain a member of an organization due to a feeling of obligation
Focus of Commitment
The people, places, and things that inspire a desire to remain a member of an organization
Erosion Model
A model that suggests that employees with fewer bonds with co-workers are more likely to quit the organization
Social Influence Model
A model that suggests that employees with direct linkages to co-workers who leave the organization will themselves be more likely to leave
Embeddedness
An employee’s connection to and sense of fit in the organization and community
What are the 4 primary responses to negative events at work?
1) Exit
2) Voice
3) Loyalty
4) Neglect
Exit
An active response to a negative work event in which one ends or restricts organizational membership
Loyalty
A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement
Neglect
A passive, destructive response to a negative work event in which one’s interest and effort in the job declines
Voice
An active, constructive response in which individuals attempt to improve the situation
What are some examples of psychological withdrawal?
- daydreaming
- socializing
- looking busy
- moonlighting
- cyberloafing
Psychological Withdrawal
Actions that provide a mental escape from the work environment
Daydreaming
A form of psychological withdrawal in withdrawal in which one’s work is interrupted by random thoughts or concerns
Socializing
A form of psychological withdrawal in which one verbally chats with co-workers about non-work topics
Looking busy
A form of psychological withdrawal in which one attempts to appear consumed with work when not performing actual work tasks
Moonlighting
A form of psychological withdrawal in which employees use work time and resources to do non-work related activities
Cyberloafing
A form of psychological withdrawal in which employees use Internet, email, and instant messaging access for their personal enjoyment rather than work duties
Types of Physical Withdrawal
- tardiness
- long breaks
- missing meetings
- absenteeism
- quitting
Tardiness
A form of physical withdrawal in which employees arrive late to work or leave work early
Long breaks
A form of physical withdrawal in which employees take longer-tab-normal lunches or breaks to spend less time at work
Missing meetings
A form of physical withdrawal in which employees neglect important work functions while away from the office
Absenteeism
A form of physical withdrawal in which employees do not show up for an entire day of work
Quitting
A form of physical withdrawal in which employees voluntarily leave the organization
Independent forms model
A model that predicts that the various withdrawal behaviours are uncorrelated, so that engaging in one type of withdrawal has little bearing on engaging in other types
Compensatory forms model
A model indicating that the various withdrawal behaviours are negatively correlated, so that engaging in one type of withdrawal makes one less likely to engage in other types
Progression Model
A model indicating that the various withdrawal behaviours are positively correlated, so that engaging in one type of withdrawal makes one more likely to engage in other types
Psychological Contracts
Employee beliefs about what employees owe the organization and what the organization owes them
Transactional Contracts
Psychological contracts that focus on a narrow set of specific monetary obligations
Relational Contracts
Psychological contracts that focus on a broad set of open-ended and subjective obligations
Perceived Organizational Support
The degree to which employees believe that the organization values their contributions and cares about their well-being
