Organizational Commitment
The desire on the part of an employee to remain a member of the organization.
Withdrawal Behavior
A set of actions that employees perform to avoid the work situation. Employees who are not committed to their organization engage in this.
Affective Commitment
Desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.
Continuance Commitment
A desire to remain a member of an organization because of an awareness of the costs associated with leaving it. You stay because you "need" to.
Normative Commitment
A desire to remain a member of an organization due to a feeling of obligation.
Focus of commitment
The various people, places, and things that can inspire a desire to remain a member of an organization.
Erosion Model
Employees with fewer bonds will be most likely to quit the organization.
Social Influence Model
Employees who have direct linkages with "leavers" will themselves become more likely to leave.
Embeddedness
Summarizes employees' links to their organization and community, their sense of fit with their organization and community, and what they would have to sacrifice for a job change.
Exit
An active, destructive resorbs by which an individual either ends or restricts organizational membership.
Voice
An active, constructive response in which individuals attempt to improve the situation.
Loyalty
A passive, constructive response that maintains public support for the situation while the individual privately hopes for improvement.
Neglect
A passive, destructive response in which interest and effort in the job declines.
Stars
Possess high commitment and high performance and are held up as role models for other employees.
Citizens
Possess high commitment and low task performance but perform many of the voluntary "extra-role" activities that are needed to make the organization function smoothly.
Lone wolves
Possess low levels of organizational commitment but high levels of task performance and are motivated to achieve work goals for themselves, not necessarily for their company.
Apathetics
Possess low levels of both organizational commitment and task performance and merely exert the minimum level of effort needed to keep their jobs.
Psychological withdrawal
Actions that provide mental escape from the work environment.
Daydreaming
When employees appear to be working but are actually distracted by random thoughts or concerns.
Socializing
The verbal chatting about nonwork topics that goes on in cubicles and offices or at the mailbox or vending machines.
Looking busy
An intentional desire on the part of employees to look like they're working, even when not performing work tasks.
Moonlighting
When employees use work time and resources to complete something other than their job duties, such as assignments for another job.
Cyberloafing
Using Internet, email, and instant messaging access for their personal enjoyment rather than work duties.
Physical Withdrawal
Actions that provide a physical escape, whether short term or long term, from the work environment.
Tardiness
Reflects the tendency to arrive at work late (or leave work early).
Long breaks
Involve longer than normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work.
Missing meetings
Employees neglect important work functions while away from the office.
Absenteeism
When employees miss an entire day of work.
Quitting
Voluntarily leaving the organization.
Independent Forms Model
The various withdrawals behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.
Compensatory Forms Model
The various withdrawal behaviors negatively correlate with one another--that doing one means you're less likely to do another.
Progression Model
The various withdrawal behaviors are positively correlated: The tendency to daydream or socialize leads to the tendency to come in late or take long breaks which leads to the tendency to be absent or quit.
Psychological Contracts
Reflects employees beliefs about what they owe the organization and what the organization owes them.
Transactional Contracts
Based on a narrow set of specific monetary obligations (e.g. the employee owes attendance and protection of proprietary information; the organization owes pay and advancement opportunities).
Relational Contracts
Based on a broader set of open-ended and subjective obligations (e.g., the employee owes loyalty and the willingness to go above and beyond; the organization owes job security, development, and support).
Perceived organizational support
Reflects the degree to which employees believe that the organization values their contributions and cares about their well-being.