3: Organizational Commitment

organizational commitment

the desire for an employee to remain part of an organization

withdrawal behavior

when an employee is not committed, they will avoid the work situation

affective commitment

emotional attachment

continuance commitment

costs of leaving outweigh the benefits

normative commitment

feel obligated to company or employees

erosion model

employees with fewer bonds are more likely to leave

social influence model

people with direct links with those who leave are more likely to leave

embedness

employees feel linked and like they fit in community, and aware of sacrifices if they left

exit behavior (physcial)

response to negtive event where one becomes more absent from work

• missing meetings

• quiting

• tardiness

• long breaks

• absenteeism

voice

people offer constructive suggestions about negative work events

loyalty

people are quiet about negative event but hope for the better

neglect (psychological)

after negative event, interest in work falls

types of employess

• stars: high commitment and performance

• citizens: high commitment, low performance

• lone wolves: low commitment, high performance

• apathetics: low commitment, low performance

psychological withdrawal

actions that provide mental escape from work

• daydreaming

• socializing

• cyberloafing

• moonlighting

• looking busy

trends: diversity

• growing more racially and ethnically diverse

• Becoming older—multiple generations interacting

• Including more foreign-born workers

survivor syndrome

those who survive downsizing have lower commitment afterwards

psychological contracts

what employees believe the organization owes them

transactional contracts

financial obligations of company

relational contracts

subjective, social obligations of the company

perceived organizational support

the degree to which employees believe their organization values them