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 - behaviors that may eventually culminate in quitting the organization
Affective Commitment
A desire to remain a member of an orgaization due to an emotional attachment to, and invovlement with, that organization
Continuance Commitment
A desire to remain a member a of an organization because of an awareness of the costs associated with leaving it
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 orgainzation
Erosion Model
Employees with fewer bonds will be most likely to quit the organization
Embeddedness
Summarizes employees' links to their organization and community, their sense of fit with their organization and community, what they would have to sacrifice for a job change
Exit
An active, destructive response 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 any 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 Withdraw
Consists of actions that provide a mental escape from the work environment
Daydreaming
When employees appear to be working but are actually distracted by random thoughts or concerns
Socializing
Verbal chatting about non-work topics that goes on in cubicles and offices or at the mailbox or vending machines
Looking Busy
Indicates an intentional desire on the part of the employees to look like they're working, even when not performing work tasks
Moonlighting
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
Consists of 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 (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 employes miss an entire day of work
Quitting
Voluntarily leaving the organization
Independent Forms Model
Argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees
Compensatory Forms Model
Argues that the various withdrawal behaviors negatively correlate with one another - that doing one means you're less likely to do another
Progression Model
Argues that the various withdrawal behaviors are positively correlated
Psychological Contracts
Reflects employees' beliefs about what they owe the organization and what the organization owes them
Transactional Contracts
What employees owe the company are based on a narrow set of specific monetary obligations
Relational Contracts
What employees owe the company are based on a broader 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