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26 Cards in this Set
- Front
- Back
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organizational commitment
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desire on the part of an employee to remain a member of the organization. determines if employee is retained or turned over
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withdrawal behavior
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not committed to orgs. try to aviod the work situation. may cause them to quit
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affective commitment
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emotional attachment . want to
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continuance commitment
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awareness of costs associated with leaving. need to. more passive form of loyalty. considers amount of training he has done for this job.
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normative commitment
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feeling of obligation. ought to
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erosion model
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employees with fewer bonds will be most likely to quit the org
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social influence model
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employees who have direct linkages with "leavers" will themselves become more likely to leave. will follow.
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embeddedness
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a person's links to the org and community and what he would have to sacrifice for a job change. strengthens coninuance.
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withdrawal behaviors
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voice-aggressive and loyalty- passive (constructive) exit- aggressive and neglect- passive (desconstructive)
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stars
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high commitment and high performance. role models. responds to neg with voice.
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citizens
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high commitment and low performance. very voluntary. responds to neg with loyalty. "cheer leaders"
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lone wolves
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low commitment hig performance. do work for themselves more than org. respond to neg with exit. DONT WANT TO LOSE THEM
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apathetics
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low commitment and low performance. minimum effort. responds to neg with neglect.
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psychological withdrawal (neglect)
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provide mental escape from the work environment. daydreaming, socializing, looking busy, moonlighting (work on other things), cyberloafing (fb)
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physical withdrawal (exit)
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provide a physical escape from work. short or long term. tardiness, long breaks, missing meetings, absnteeism, quitting.
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independent forms model
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model of withdrawal. says withdrawal behaviors are uncorrelated with one another, occur for diff reasons. hard to predict and manage.
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compensatory forms model
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model of withdrawal. withdrawal behaviors neg correlate with eachother. avoidance
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progression model
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model of withdrawal. various withdrawal behaviors are positively correlated. quit coming or quit alltogether.
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change in relations between employee and manager because of downsizing :
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makes it more challenging to retain valued employees
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psychological contracts
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reflect employees beliefs about what they owe the org and what the org owes them
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transactional contracts
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based on narrow set of specific monetary obligations
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relational contracts
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based on a broader set of open-ended and subjective obligations. job security
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Perceived organizational support
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degree to which employees believe that the org values their contributions and cares about their well-being
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from affective perspective:
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manager focuses on increasing bonds that link employees together.
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from continuance perspective:
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manager forcuses on increasing compensations. creates financial need to stay
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from normative perspective:
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manager provides various training and developmental opportunities.
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