MGMT 363 Chapter 3 Definitions PDF

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Chapter 3 terms and definitions...

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Chapter 3- Organizational Commitment Definitions     

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The desire on the part of an employee to remain a member of the organization o Organizational commitment High organizational commitment = o Low withdrawal behavior A set of actions that employees perform to avoid the work situation- behaviors that may eventually culminate in quitting the organization. o Withdrawal behavior Staying because you want to. Emotion based. A desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization. o Affective commitment Staying because you need to. Cost based. A desire to remain a member of an organization because of ann awareness of the costs associated with leaving it. o Continuance commitment Staying because you ought to. Obligation based. A desire to remain a member of an organization due to a feeling of obligation. o Normative commitment People are staying with the company o Retention Voluntarily leaving the company o Turnover Employees who feel a sense of ___ commitment identify with the organization, accept that organization’s goals and values, and are willing to exert extra effort on behalf of the organization. o Affective Suggests that employees with fewer bonds will be most likely to quit the organization o Erosion model Suggests that employees who have direct linkages with “leavers” will themselves will become more likely to leave. o Social influence model If I leave my pay will go down. If you’re only at an organization because you’re scared of what you are going to lose you probably will become ____. If you are high in continuance commitment you are ____. o Passive, embedded Exists when there is a profit associated with staying and a cost associated with leaving. o Continuance commitment Summarizes a person’s links to the organization and the community, and what he would have to sacrifice for a job change. o Embeddedness Exit and neglect are forms of ___ withdrawal behaviors o Passive Voice and loyalty are forms of __ withdrawal behaviors o Constructive Active, destructive response by which an individual either ends or restricts organizational membership. o Exit An active, constructive response in which individuals attempt to improve the situation.

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o Voice A passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement. o Loyalty Passive form of withdrawal behavior. Psychological withdrawal. o Neglect True withdrawal behavior: o Exit and neglect Respond to negative events with voice; high commitment, high performance. Held up as role models for other employees. o Stars Respond with loyalty; high commitment, low performance. Perform many of the voluntary “extra-role” activities that are needed to make the organization function smoothly. o Citizens “Chef “- Chef Casper was a lone wolf, it was bad that he left. The owner was right; but it was bad that casper left because he was such a good performer. Tony was a citizen and responded with loyalty, but he wasn’t very good with performance. Other guy who tried to leave was apathetic, he had dysfunctional withdrawal, and it would’ve been good if he left. High performance, low commitment; respond by leaving. Motivated to achieve work goals for themselves, not the company. o Lone wolves Low performance, low commitment; as long as you pay them, they will come back. It is good when they leave. Exert the minimum level of effort needed to keep their job. o Apathetics Functional retention o Star Dysfunctional retention o Citizen Functional turnover o Lone wolf Dysfunctional turnover o Apathetic Consists of actions that provide a mental escape from the work environment o Psychological withdrawal Daydreaming, socializing, looking busy, moonlighting, and cyberloafing are examples of o Psychological withdrawal Using work time and resources to complete something other than your job duties, such as assignments for another job. o Moonlighting Using internet, email, and instant messaging access for their personal enjoyment rather than work duties o Cyberloafing Consists of actions that provide a physical escape, whether short term or long term, from the work environment. o Physical withdrawal Tardiness, long breaks, missing meetings, absenteeism, and quitting are examples of o Physical withdrawal

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I’m doing what I need to to keep my job. Sometimes they are good. Argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees. o Independent forms model Bad. If I can cyberloaf, etc then I don’t have to exit. Negative correlation. Argues that the various withdrawal behaviors negatively correlate with one another- that doing one means you are less likely to do another. o Compensatory forms model Trying to see how far they can push by withdrawing. 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. o Progression model Workforce is aging. Layoffs have shifted peoples views of organizational commitment. 47 percent of the jobs are filled by women. More and more employees are foreign-born. A contract about what you’re going to provide for the organization and what they are going to provide for you. o Psychological contracts Based on a narrow set of specific monetary obligations. This is what you said I had to do, so that’s all that I am going to do. o Transactional contracts Based on a broader set of open-ended and subjective obligations o Relational contracts Reflects the degree to which employees believe that the organization values their contributions and cares about their well-being. o Perceived organizational support...