Organizational Commitment - Vocabulary Flashcards

Flashcards covering key terms and definitions from the Organizational Commitment chapter, in vocabulary style.

Organizational commitment

An employee's desire to remain a member of an organization.

Affective commitment

An employee's desire to remain due to a feeling of emotional attachment.

Continuance commitment

An employee's desire to remain due to the costs of leaving.

Normative commitment

An employee's desire to remain due to a sense of obligation.

Job embeddedness

An employee's connection to and sense of fit in the organization and community.

Withdrawal behavior

Employee actions intended to avoid work situations; indicates reduced engagement and satisfaction.

Psychological withdrawal

Mentally escaping the work environment.

Physical withdrawal

A physical escape from the work environment.

EVLN model

Hirschman’s framework identifying four responses to dissatisfaction: Exit, Voice, Loyalty, Neglect.

Exit

Active, destructive response; leaving or frequently absent from work.

Voice

Active, constructive response; speaking up to offer change or improvements.

Loyalty

Passive, constructive response; staying with the organization and hoping for improvement.

Neglect

Passive, destructive response; reduced effort and involvement in work.

Adaptive Response Model (ARM)

Extension of EVLN showing how different employee types adapt their responses over time.

Stars (ARM)

Employees who use voice first and may move to exit as an adaptive change.

Citizens (ARM)

Employees who show loyalty first and may shift to voice later.

Lone wolves (ARM)

Employees who exit first and may later turn to voice.

Apathetics (ARM)

Employees who neglect first and may eventually exit.

Turnover contagion

The spread of turnover behavior through social networks (social influence model).

Social influence model

A model where coworkers who leave influence others to leave.

Erosion model

Fewer bonds with coworkers make quitting more likely.

Independent forms model

Withdrawal behaviors are uncorrelated; engaging in one type does not predict others.

Compensatory forms model

Withdrawal behaviors are negatively correlated; one type reduces likelihood of others.

Progression model

Withdrawal behaviors are positively correlated; one type increases likelihood of others.

Job satisfaction

A pleasurable emotional state from evaluating one’s job.

Perceived organizational support

The degree to which employees believe the organization values their contributions and well-being.

Transactional contracts

Psychological contracts focused on narrow monetary obligations.

Relational contracts

Psychological contracts emphasizing mutual trust, loyalty, and broader obligations.

Focus of commitment

The people, places, and things that inspire a desire to stay with the organization.

Psychological contracts

Employee beliefs about what employees owe the organization and what the organization owes them.