Organizational Commitment Flashcards
Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office.
Citizens
A model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization.
Erosion model
A passive, destructive response to a negative work event in which one’s interest and effort in work decline.
Neglect
Employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their jobs.
Apathetics
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.
Independent forms of model
Mentally escaping the work environment
Psychological withdrawal
An employee’s connection to and sense of fit in the organization and community
embeddedness
A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement.
Loyalty
A response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization.
Exit
An employee’s desire to remain a member of an organization.
Organizational commitment
An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving.
Continuance commitment
When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.
Voice
The giving of time or skills during a planned activity for a nonprofit or charitable group.
Volunteering
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.
Compensatory forms model
The people, places, and things that inspire a desire to remain a member of an organization.
Focus of commitment
A physical escape from the work environment
Physical withdrawal
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.
Progression model
Employees with high commitment levels and high task performance levels who serve as role models within the organization.
Stars
A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave.
Social influence model
Psychological contracts that focus on a narrow set of specific monetary obligations.
Transactional contracts
Employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization.
Lone wolves
Psychological contracts that focus on a broad set of open-ended and subjective obligations.
Relational contracts
An employee’s desire to remain a member of an organization due to a feeling of obligation.
Normative commitment
Employee beliefs about what employees owe the organization and what the organization owes them.
Psychological contracts
Employee actions that are intended to avoid work situations
Withdrawal behavior
An employee’s desire to remain a member of an organization due to a feeling of emotional attachment.
Affective commitment
The degree to which employees believe that the organization values their contributions and cares about their well-being.
Perceived organizational support
