Chapter 3- Organizational Commitment Flashcards

1
Q

organizational commitment

A

desire on the part of an employee to remain a member of the organization

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2
Q

withdrawal behavior

A

set of actions that employees perform to avoid the work situation- behaviors that may eventually culminate in quitting the organization

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3
Q

affective commitment

A

desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization

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4
Q

continuance commitment

A

desire to remain a member of an organization because of an awareness of the costs associated with leaving it

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5
Q

normative commitment

A

desire to remain a member of an organization due to a feeling of obligation

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6
Q

erosion model

A

suggests that employees with fewer bonds will be most likely to quit the organization

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7
Q

social influence model

A

suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave

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8
Q

embeddedness

A

summarizes employees’ links to their organization and community, their sense of fit with their organization and community, and what they would have to sacrifice for a job change

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9
Q

exit

A

active, destructive response by which an individual either ends or restricts organizational membership

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10
Q

voice

A

active, constructive response in which individuals attempt to improve the situation

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11
Q

loyalty

A

passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement

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12
Q

neglect

A

passive, destructive response in which interest and effort in the job decline

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13
Q

stars

A

high commitment and high performance and are held up as role models for other employees

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14
Q

citizens

A

high commitment and low task performance but perform many of the voluntary “extra-role” activities that are needed to make the organization function smoothly

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15
Q

lone wolves

A

low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company

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16
Q

apathetic

A

low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs

17
Q

psychological withdrawal

A

actions that provide a mental escape from the work environment

18
Q

physical withdrawal

A

actions that provide a physical escape, whether short term or long term, from the work environment

19
Q

independent forms model

A

argues that various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees

20
Q

compensatory forms model

A

argues that the various withdrawal behaviors negatively correlate with one another

21
Q

progression model

A

argues that the various withdrawal behaviors are positively correlated

22
Q

transactional contracts

A

based on a narrow set of specific monetary obligations

23
Q

relational contracts

A

based on a broader set of open-ended and subjective obligations

24
Q

perceived organizational support

A

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