chapter 2 and chapter 3

Physical withdrawal:

Tardiness, long breaks, missing meetings, absenteeism, quitting

Withdrawal Behavior:

many times employees with a low commitment and low amount of management normal stay with the organization but they don't work as hard but still take the same amount of money; linkage in commitment and performance

Organizational commitment

defined as the desire on the part of an employee to remain a member of the organization.

Categories of job performance Counterproductive behavior:

employee behaviors that intentionally (are you surprised?) may hinder organizational goals

The social influence model suggests that

employees who have direct linkages with "leavers" will themselves become more likely to leave. Not from book: When a person leaves who has too many strong connections to the firm, many people will follow them, possibly destroying the organization.

Maximizing Organizational Commitment § From an affective commitment perspective,

employer strategies could center on increasing the bonds that link employees together.

Stars

possess high commitment and high performance and are held up as role models for other employees. Ø Likely respond to negative events with voice because they have the desire to improve the status quo and the credibility needed to inspire change.

The erosion model suggests

that employees with fewer bonds will be most likely to quit the organization.

Maximizing Organizational Commitment From a normative commitment perspective,

the employer can provide various training and development opportunities for employees

Responses to negative events

§ Exit - active, destructive response by which an individual either ends or restricts organizational membership. § Voice - an active, constructive response in which individuals attempt to improve the situation. § Loyalty - a passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement. § Neglect - defined as a passive, destructive response in which interest and effort in the job declines.

Examples of Political Deviance

§ Gossiping is having casual conversations about other people in which the facts are not confirmed as true. ØUndermines morale § Incivility represents communication that is rude, impolite, discourteous, and lacking in good manners.

Examples of Property Deviance

§ Sabotage represents the purposeful destruction of physical equipment, organizational processes, or company products. § Theft represents another form of property deviance and can be just as expensive as sabotage (if not more).

examples of Production Deviance

§ Wasting resources is the most common form of production deviance, when employees use too many materials or too much time to do too little work. ØWorking too slowly, taking too many breaks § Substance abuse is the abuse of drugs or alcohol before coming to work or while on the job.

Interpersonal Citizenship Behavior

ØHelping involves assisting coworkers who have heavy workloads, etc. ØCourtesy refers to keeping coworkers informed about matters that are relevant to them. ØSportsmanship involves maintaining a good attitude with coworkers, even when they've done something annoying.

Examples of Counterproductive behaviors

ØProperty deviance refers to behaviors that harm the organization's assets and possessions. ØProduction deviance is also directed against the organization but focuses specifically on reducing the efficiency of work output. ØPolitical deviance refers to behaviors that intentionally disadvantage other individuals rather than the larger organization. ØPersonal aggression refers to hostile verbal and physical actions directed toward other employees.

Three types of Commitment -define each

Affective commitment - a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization. Continuance commitment - a desire to remain a member of an organization because of an awareness of the costs associated with leaving it. Normative commitment - a desire to remain a member of an organization due to a feeling of obligation.

Psychological withdrawal

Daydreaming, Socializing, looking busy, Moonlighting, cyberloafing

Moonlighting -

Moonlighting - using work time and resources to complete something other than their job duties, such as assignments for another job.

Categories of job performance Citizenship behaviors:

interpersonal (helping colleagues) or organizational (helping/defending the organization) voluntary employee behaviors that contribute to the overall quality of life at work

The Occupational Information Network (or O*NET)

is an online database that includes, among other things, the characteristics of most jobs in terms of tasks, behaviors, and the required knowledge, skills, and abilities

Citizen

possess high commitment and low task performance but perform many of the voluntary "extrarole" activities that are needed to make the organization function smoothly. Ø Likely to respond to negative events with loyalty because they may not have the credibility needed to inspire change but possess the desire to remain a member of the organization

Apathetics

possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs. Ø Respond to negative events with neglect because they lack the performance needed to be marketable and the commitment needed to engage in interactions with other co-workers

Lone wolves

possess 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. Ø Likely to respond to negative events with exit.

Categories of job performance § Task performance:

results related to the specific position of the employee in the organization

Maximizing Organizational Commitment § From a continuance commitment perspective,

the priority should be to create a salary and benefits package that creates a financial need to stay.

Job performance

the value of the set of employee behaviors that contribute, either positively or negatively, to organizational goal accomplishment. Categories include: task performance, citizenship behaviors, counterproductive behavior

Progression model of withdrawal argues that

the various withdrawal behaviors are positively correlated: The tendency to daydream or socialize leads to the tendency to come in late or take long breaks, which leads to the tendency to be absent or quit.

Independent forms model of withdrawal argues that

the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.

Compensatory forms model of withdrawal argues that

the various withdrawal behaviors negatively correlate with one another—that doing one means you're less likely to do another.

Continuance commitment exists when

there is a profit associated with staying and a cost associated with leaving. § Tends to create a more passive form of loyalty.

Organizational Citizenship Behaviors

ØVoice involves speaking up and offering constructive suggestions for change. ØCivic virtue requires participating in the company's operations at a deeper-than-normal level ØBoosterism means representing the organization in a positive way when out in public, away from the office, and away from work.