← organizational behavior (chpater 3) Export Options Alphabetize Word-Def Delimiter Tab Comma Custom Def-Word Delimiter New Line Semicolon Custom Data Copy and paste the text below. It is read-only. Select All organizational commitment defined as the desire on the part of an employee to remain a member of the organization organizational commitment influences whether an employee stays as a member of the organization (its retained) or leaves to pursue another job (turn over). withdrawl behavior defined as a set of actions that employees perform to avoid the work situation - behaviors that my eventually culminate in quitting the organization. affective commitment a desire to remain a member of an arganization due to an emotional attachment to, and involvement with, that organization. -because you want to continuance commitment a desire to remain a memeber of an organization because of an awareness of the costs associated with leaving it. -you stay because u need to normative commitment a desire to remain a member of an organization due to a feeling of obligation. -you stay because you ought to Affective commitment employees who feel a sense of this commitment identify with the organization, accept that organizations goals and values ad and are more willing to exert extra effort on behalf of the organization. sad feeling continuance commitment exists when there is a profit associated with staying and a cost associated with leaving. increases to continuance commitment total amount of investment (in terms of time, effort, energy etc) an employee has made in mastering his work role or fulfilling his organizational duties. -anxiety feeling normative commitment extists when there is a sense that staying is the right or moral thing to do. normative commitment the sense that people should stay with their current employers may result from personal woek philosophies or more general coldes of right and wrong developed over rhe course of their lives. -guilt feeling withdrawal behaviors -exit -voice -loyalty -neglect exit 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 situtation. loyalty a passive, contructive response that maintains public support for the situation while the individual privately hopes for improvement. -grin and bear it neglect defined as a passive, destructive response in which interest and effort in the job declines. -slowly checking out psychological withdrawal constists of actions that provide a mental escape from the work environment. (warm chair attririon) daydreaming when an employee appears to be working but is actually distracted by random thoughtss or concerns. socializing verbal chatting about non-work topics that goes on in cubicles and offices or at the mailboz or vending machines. looking busy intentional desire on the part of the employee to look like he or she is working even when not performing work tasks. moonlighting using work time and resouces to complete something other than their job duties, such as assignments for another job. cyberloafing using internet, e-mail, and instant messagind 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 the tendency to arrive ar work late (or leave work early) long breaks involve longer-than-normal lunches, soda breaks, coffe breaks, and so forth that provide a physical escape from work. missing meetings employees neglect important work fucntions while away from the office. absenteeism occurs when employees miss and entire day of work quiting voluntarily leaving the organization psychological withdrawal daydreaming socializing looking busy moonlighting cyberloafing physical withdrawal tardinesss long breaks missing meetings absenteeism quiting progression model of withdrawal argues that the various withdrawal behaviors are positively correlated: tendency to daydrean or socialize leads to the tendency to come in late or take long breaks, which leads to the tendency to be absent or quit. erosion model suggests that employees with fewer bonds will be most likely to quit the organization social influence model suggests that employees who haave direct linkages with "leavers" will themselves become more likely to leave. (contagion) perceived organizational support reflects the degree to which employees believe that the organization values their contribution and cares aabout their well-being. perceived organizational support (affective commitment) employer strategies coul center on increasing the bonds that link employees together. perceived organizational support (continuance commitment) priority should be to create a salary and benefits package that creates a financial need to stay. perceived organizational support (normative commitment) employeer can provide various training and development opportunities for employees.