Chapter 3- Organizational Commitment Flashcards
organizational commitment
desire on the part of an employee to remain a member of the organization
withdrawal behavior
set of actions that employees perform to avoid the work situation- behaviors that may eventually culminate in quitting the organization
affective commitment
desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization
continuance commitment
desire to remain a member of an organization because of an awareness of the costs associated with leaving it
normative commitment
desire to remain a member of an organization due to a feeling of obligation
erosion model
suggests that employees with fewer bonds will be most likely to quit the organization
social influence model
suggests that employees who have direct linkages with “leavers” will themselves become more likely to leave
embeddedness
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
exit
active, destructive response by which an individual either ends or restricts organizational membership
voice
active, constructive response in which individuals attempt to improve the situation
loyalty
passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement
neglect
passive, destructive response in which interest and effort in the job decline
stars
high commitment and high performance and are held up as role models for other employees
citizens
high commitment and low task performance but perform many of the voluntary “extra-role” activities that are needed to make the organization function smoothly
lone wolves
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
