Organizational commitment

Organizational commitment

•  is defined as the desire to remain a member of the organization

Withdrawal behaviours

things that employees do to avoid work. May eventually culminate in quitting the organization

Commitment and withdrawal are….

• negatively related to each other

  • the more committed employees are, the less likely they are to engage in withdrawal.

Affective

• you want  to stay

  • EMOTION-BASED

Continuance

• - you feel like you have to stay

  • COST-BASED

  • You are tied to the job due to time/money/scarcity

Normative

• - you feel that you should stay 

  • OBLIGATION-BASED

  • You like your coworkers a whole lot 

Erosion model

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

Social influence model

• employees who have direct linkages with ex-employees will be more likely to leave 

Voice

 an active, constructive response in which individuals attempt to improve the situation

Exit

active, destructive response by which an individual either ends or restricts organizational membership (physical)

Loyalty

a passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement 
→ grinning and bearing it, maintaining your effort level despite your unhappiness 

Neglect

Defined as a passive, destructive response in which the interest and effort in the job declines (psychological)

Psychological withdrawal

• consists of actions that provide a mental escape from the work environment 

Physical withdrawal

• consists of actions that provide a physical escape

Independent

• behaviours are uncorrelated (ex. missing a meeting is unrelated to quitting; cyberloading is unrelated to being absent)

Compensatory

behaviours are negatively correlated—that doing one means you’re less likely to do another

Progression

• behaviours are positively correlated—that doing one leads to another  

psychological contract

•  reflects employees’ beliefs about what they owe the organization and what the organization owes them.

transactional contracts

that are purely based on monetary obligation (e.g., the employee owes attendance and protection of private information

relational contracts

that are based on open-ended and subjective obligations (e.g., the employee owes loyalty and the willingness to go above and beyond)

Perceived organizational support

•  reflects the degree to which employees believe that the organization values their contributions and cares about their well-being (ex. Job security, good working conditions, good benefits)