MGMT 363 Chapter 3 - Organizational Commitment

Organizational Commitment

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

Withdrawal behavior

range of behaviors where an individual removes themselves from a situation, task, or person, often as a way to cope with stress, anxiety, or dissatisfaction, and can be either psychological (mental escape) or physical (actual absence)

Affective Commitment

An employee’s desire to remain a member of an organization due to a feeling of emotional attachment

Continuance commitment

An employee’s desire to remain a member of an organization due to an awareness of the costs of leaving.

Normative Commitment

a sense of moral obligation, duty, or responsibility to remain loyal to a person, organization, or cause, even if one doesn't necessarily want to

Focus Commitment

The people, places, and things that inspire a desire to remain a member of an organization.

Erosion Model

A model that suggests that employees with fewer bonds with coworkers are most likely to quit the organization.

Social Influence Model

A model that suggests that employees with direct linkages to coworkers who leave the organization will themselves become more likely to leave.

Embeddedness

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

Volunteering

The giving of time or skills during a planned activity for a nonprofit or charitable group.

Exit

A response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization.

Voice

When an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event.

Loyalty

A passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement.

Neglect

A passive, destructive response to a negative work event in which one’s interest and effort in work decline.

Stars

Employees with high commitment levels and high task performance levels who serve as role models within the organization.

Citizens

Employees with high commitment levels and low task performance levels who volunteer to do additional activities around the office.

Lone Wolves

Employees with low commitment levels and high task performance levels who focus on their own career rather than what benefits the organization.

Apathetics

Employees with low commitment levels and low task performance levels who exert the minimum amount of effort needed to keep their jobs.

Psychological wtihdrawal

Mentally escaping the work environment.

Physical Withdrawal

A physical escape from the work environment.

Independent form models

A model that predicts that the various withdrawal behaviors are uncorrelated; engaging in one type of withdrawal has little bearing on engaging in other types.

Compensatory forms model

A model indicating that the various withdrawal behaviors are negatively correlated; engaging in one type of withdrawal makes one less likely to engage in other types.

Progression model

A model indicating that the various withdrawal behaviors are positively correlated; engaging in one type of withdrawal makes one more likely to engage in other types.

Psychological contracts

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

Transactional contracts

Psychological contracts that focus on a narrow set of specific monetary obligations.

Relational contracts

Psychological contracts that focus on a broad set of open-ended and subjective obligations.

Perceived organizational support

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

What are the three types of organizational commitment?

1. Affective commitment

2. Continuance

3. Normative

What is the role of the erosion model in affective commitment?

People are more prone to leave the organization unless the right one on one connections

How would affective commitment people feel if they left?

Sad

How would continuance commitment people feel if they left?

Anxiety

What are the roles of sunk costs and embeddedness in  continuance commitment?

Embeddedness and sunk costs make it hard for someone to leave an organization

How would normative commitment people feel if the left an organization?

Guilty

To whom or what are people committed?

Company, top management , department, manager, work team, specific co workers

Be familiar with the EVLN model of withdrawal behavior. How are the behaviors related to  organizational commitment?

Exit-voice-loyalty-neglect: Organizational commitment decreases likelihood that an employee will respond with exit and neglect (destructive), but increases likelihood of voice and loyalty(constructive).

Exit

 a destructive and active response by ending or restricting organizational membership, can be temporary or permanent

Voice

a constructive and active (citizenship behavior) response where individuals attempt to improve the situation, aka speaking out

Loyalty

a passive response where the employee remains supportive while hoping for improvement

Neglect

destructive and passive, reduced interest and effort in the job, not helping or doing anything 

How is the changing relationship between employer and employee influencing  organizational commitment?

Its decreasing, causing downsizing and survivor syndrome