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Organizational Commitment
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An employee's desire to demain a member of an organization
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Withdrawal behavior
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Employee actions that are intended to avoid work situations
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Affective commitment
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An employee's desire to remain a member of an organization due to a feeling of emotional attachment
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Continuance commitment
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An employee's desire to remain a member of an organization due to an awareness of the costs of leaving
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Normative commitment
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An employee's desire to remain a member of an organization due to a feeling of obligation
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Focus of commitment
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The people, places, and things that inspire a desire to remain a member of an organization
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Erosion model
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A model that suggests that employees with fewer bonds with coworkers are more likely to quit the organization
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Social influence model
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A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave
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Embeddedness
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An employee's connection to and sense of fit in the organization and community
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Exit
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A response to a negative work event by which one comes often absent from work or voluntarily leaves the organization
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Voice
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When an employees speaks of to offer constructive suggestions for change, often in reaction to a negative work event
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Loyalty
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A passive response to a negative work event in which one publicily supports the situation but privately hopes for improvement
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Neglect
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A passive, destructive response to a negative work event in which one's interest and effort in work decline
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Stars
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Employees with high commitment levels and high task performance levels of who serve as role models within the organization
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Citizens
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Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office
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