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Chapter 3 MGS 34oo

QuestionAnswer
Organizational Commitment desire on the part of an employee to remain a member of an organization
Withdrawal behavior set of action that employees perform to avoid the work situation- behaviors that may eventually culminate in quitting the organization. including exit, voice, loyalty, and neglect
Affective commitment desire to remain a member of an org. due to an emotional attachment to, and involvement with that org. Employee identifies with the org's goals and values, and are more willing to exert extra effort on behalf of the organization.
Normative commitment desire to remain in an org. because of a feeling of obligation.
Continuance Commitment desire to remain because of the costs associated with leaving. Profit associated with staying and a cost associated with leaving. creates passive loyalty.
Continuance Commitment refers to the various people, places, and things that can inspire a desire to remain a member of an organization.
Embeddedness A person's link to an org. and the community, his sense of fit with that org. and what he would have to sacrifice for a job change.
Exit Active, destructive response by which an individual either ends or restricts org. 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.
Loyalty possess high commitment and low task performance but perform many of the voluntary “extra-role” activities that are needed to make the organization function smoothly.
Neglect Passive, destructive response in which interest and effort in the job declines.
Stars High commitment and high performance and are held up as role models for other employees. Respond with voice.
Lone Wolves Low org. commitment but high le
Apathetics low levels of both org. commitment and task performance and merely exert the minimum level of effort to keep their jobs. Respond with neglect.
Psychological Withdrawal Consists of actions that provide a mental escare from the work environment. Daydreaming, socializing, looking busy, moonlighting, and cyberloafing.
Daydreaming when an employee appears to be working but is actually distracted by random thoughts or concerns
Socializing Verbal chatting about non-work topics that goes on in cubicles and offices.
Looking busy intentional desire on the part of the employee to look like he or she is working, even when not performing work tasks.
Moonlighting Using work time and resources to complete something other than their job duties, such as assignments for another job.
Cyberloafing Using internet, e-mail, and instant messaging access for their personal enjoyment rather than work duties.
Physical Withdrawal Consists of actions that provide a physical escape, whether short term or long term, from the work environment. Tardiness, Long breaks, Missing meetings, absenteeism, quitting.
Tardiness The tendency to arrive at work late
Long breaks Longer than usual breaks to provide a physical escape from work.
Missing meetings Employees neglect important work functions while away from the office.
Absenteeism when employee misses an entire day of work
Quitting Voluntarily leaving the org.
Independent Forms Model various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.
Compensatory forms model various withdrawal behaviors negatively correlate with one another- that doing one means you are less likely to do the other.
Progression model Various withdrawal behaviors are positively correlated
Created by: svalero1
 

 



Voices

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