Chapter 3: Organizational Commitment

Question 1

Organizational commitment

Answer 1

An employee’s desire to remain a member of an organization

Question 2

Withdrawl behavior

Answer 2

Employee actions that are intended to avoid work situations

Question 3

Affective commitment

Answer 3

An employee’s desire to remain a member of an organization due to feeling of emotional attachment

Question 4

Continuance Commitment

Answer 4

An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving

Question 5

Normative commitment

Answer 5

An employee’s desire to remain a member of an organization due to a feeling of obligation

Question 6

Focus of commitment

Answer 6

The people, places, and things that inspire a desire to remain a member of an organization

Question 7

Erosion Model

Answer 7

A model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization

Question 8

Social influence model

Answer 8

A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave

Question 9

Embeddedness

Answer 9

An employee’s connection to and sense of fit in the organization and community

Question 10

Volunteering

Answer 10

The giving of time or skills during a planned activity for a nonprofit or charitable group

Question 11

Exit

Answer 11

A response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization

Question 12

Voice

Answer 12

When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event

Question 13

Loyalty

Answer 13

A passive response to a negative work event in which one publically supports the situation but privately hopes for improvement

Question 14

Neglect

Answer 14

A passive, destructive response to a negative work event in which one’s interests and effort in work decline

Question 15

Stars

Answer 15

Employees with high commitment levels and high task performance levels who serve as role models within the organization

Question 16

Citizens

Answer 16

Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office

Question 17

Lone wolves

Answer 17

Employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization

Question 18

Apathetic

Answer 18

Employees with low commitment levels and low task performance who exert the minimum amount of effort needed to keep their jobs

Question 19

Psychological withdrawal

Answer 19

Mentally escaping the work environment

Question 20

Physical withdrawal

Answer 20

A physical escape from the work environment

Question 21

Independent forms model

Answer 21

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

Question 22

Compensatory forms model

Answer 22

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

Question 23

Progression model

Answer 23

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

Question 24

Psychological contracts

Answer 24

Employee beliefs about what employees owe the organization and what the organization owes them

Question 25

Transactional contracts

Answer 25

Psychological contracts that focus on a narrow set of specific monetary obiligations

Question 26

Relational contracts

Answer 26

Psychological contracts that focus on a broad set of open-ended and subjective obligations

Question 27

Perceived organizational support

Answer 27

The degree to which employees believe that the organization values their contributions and cares about their well-being.