OB Chp. 3

voice

active, constructive response, in which individuals attempt to improve a situation. Stars will have high commitment, high performance

Exit

active, destructive response, by which individuals ends or restricts organizational membership. Lone wolf has low organizational commitment and high task performance.

daydreaming

apear to be working but they are dirstracted by random thoughts or concerns

Employee - employer relationships are assessed by psychological contracts

beliefs about what ones owes and organization and what the organization owes them. OR transactional contracts meaning monetary obligations or downsizing . OR relational contracts broader more open-ended and subjective obligations.

psychological withdrawals

five. 1. daydreaming. 2. socializing. 3. looking busy. 4. moonlighting. 5. cyberloafing

Trends that affect commitment

diversity

perceived organizational support

employee belief that the organizations values their contributions and cares about their well-being. for example rewards, job security, or improved work conditions.

social influence model

employees who have DIRECT linkages with leavers will they themselves become more likely to leave.

Progression model

engaging in one withdrawal behavior causes you to engage in the others.

loyalty

passive, constructive response, maintain public support of the organization, while secretly hoping for improvement. Citizens will have high commitment low task performance. participate in "extra-rolls".

neglect

passive, destructive response, in which interests and efforts decline. Apathetic has low organizational commitment and task performance.

withdrawal behaviors

set of actions employees perform to avoid the work situation - will culminate into quitting. four major behaviors. 1. exit 2. neglect. 3. loyalty. 4. voice

erosion model

suggests that employees with fewer bonds will be most likely to quit

org. commitment

the desire of an employee to remain a member of an organization. Determines whether an employee stays or there is turnover

focus of commitment

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

compensatory forms model

withdrawal behaviors are negatively correlated. engaging in one has nothing to do with another.

independent forms model

withdrawal behaviors are not correlated

continuance commitment

you stay because of the money. because you have to or need to. Profit if you stay, cost if you leave. anxiety. lack of alternatives.

moonlighting

using work time and resources to complete work for another job

physical withdrawal

1. Tardiness. 2. long breaks. 3. missing meetings. 4. absenteeism. 5. quitting

looking busy

INTENTIONAL desire to look like they are working

affective commitment

a desire to remain a member of an organization due to EMOTIONAL attachment. you WANT to stay.

embeddedness is a continuance commitment

a employees sense of their organization and community attachment. What they would have to sacrifice for a job change.

socializing

chatting about non- work related topics

cyberloafing

using the internet for personal enjoyment

normative commitment

remain a member of an organization because of obligation. guilt. you should stay. employees feel in debted to organization or if you are a charitable organization thus staying is the right thing to do.