Organizational Commitment

Question 1

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

Answer 1

Citizens

Question 2

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

Answer 2

Erosion model

Question 3

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

Answer 3

Neglect

Question 4

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

Answer 4

Apathetics

Question 5

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.

Answer 5

Independent forms of model

Question 6

Mentally escaping the work environment

Answer 6

Psychological withdrawal

Question 7

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

Answer 7

embeddedness

Question 8

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

Answer 8

Loyalty

Question 9

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

Answer 9

Exit

Question 10

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

Answer 10

Organizational commitment

Question 11

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

Answer 11

Continuance commitment

Question 12

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

Answer 12

Voice

Question 13

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

Answer 13

Volunteering

Question 14

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.

Answer 14

Compensatory forms model

Question 15

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

Answer 15

Focus of commitment

Question 16

A physical escape from the work environment

Answer 16

Physical withdrawal

Question 17

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.

Answer 17

Progression model

Question 18

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

Answer 18

Stars

Question 19

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

Answer 19

Social influence model

Question 20

Psychological contracts that focus on a narrow set of specific monetary obligations.

Answer 20

Transactional contracts

Question 21

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

Answer 21

Lone wolves

Question 22

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

Answer 22

Relational contracts

Question 23

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

Answer 23

Normative commitment

Question 24

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

Answer 24

Psychological contracts

Question 25

Employee actions that are intended to avoid work situations

Answer 25

Withdrawal behavior

Question 26

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

Answer 26

Affective commitment

Question 27

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

Answer 27

Perceived organizational support