Chapter 3: Organizational Commitment Flashcards
Organizational commitment
An employee’s desire to remain a member of an organization
Withdrawl 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 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 coworkers are more likely to quit 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 publically supports the situation but privately hopes for improvement
Neglect
A passive, destructive response to a negative work event in which one’s interests 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
Apathetic
Employees with low commitment levels and low task performance who exert the minimum amount of effort needed to keep their jobs
Psychological withdrawal
Mentally escaping the work environment
Physical withdrawal
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
Transactional contracts
Psychological contracts that focus on a narrow set of specific monetary obiligations
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.
