Chapter 3 Key Terms Flashcards
Organizational commitment
An employee’s desire to remain a member of an organization
Withdrawal behavior
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 or obligation
Focus of commtiment
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 coworkers are most likely to quite the organization.
Social influence model
A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave.
Embeddedness
An employee’s connection to and sense of fit in the organization and community
Volunteering
The giving of time or skills during a planned activity for a nonprofit or charitable group
Exit
A response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization
Voice
When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.
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 work decline
Stars
Employees with high commitment levels and high task performance levels who serve as role models within the organization.
Citizens
Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office
Lone Wolves
Employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization.
Apathetics
Employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their jobs
Psychological withdrawl
Mentally escaping the work environment
Physical withdrawl
A physical escape from the work environment
Independent forms model
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
Compensatory 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.
Progression 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
Psychological contracts
Employee beliefs about what employees owe the organization and what the organization owes them
