Front | Back |
Organizational Commitment
|
Desire on a the part of an employee to remain a member of the organization
|
Withdrawal behavior
|
A set of actions that employees perform to avoid the work situation, culminate in quitting the organization
|
Affective commitment
|
A desire to remind a member due to an emotional attachment to an organization.
"Want" |
Continuance commitment
|
Desire to remain a member of an organization because of an awareness of the cost associated with leaving it
"need" |
Normative commitment
|
Desire to remain a member of an organization due to a feeling of obligation
"ought" |
Focus of commitment
|
Various people, places, and things that can inspire a desire to remain a member of an organization
|
Erosion model
|
employees with fewer bonds will be most likely to quit the organization
|
Social influence model
|
Employees who have direct linages with leavers will themselves become more likely to leave
|
Embeddedness
|
Employees links to their organization and community, what they would have to sacrifice for a job change
|
Exit
|
Active, destructive response by which an individual either ends or restricts organizational memberships
|
Voice
|
Active, constructive response in which individuals attempt to improve the situation
|
Loyalty
|
Passive, constructive response the maintains public support for the situation, while the individual privately hopes for improvement
|
Neglect
|
Passive, destructive response in which interest and effort in the job declines
|
Star employee
|
high commitment and high performance
|
Citizen employee
|
High commitment and low task performance
|