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Chapter 3

Chapter 3 - organizational commitment.docx

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Department
Administrative Studies
Course
ADMS 2400
Professor
All Professors
Semester
Winter

Description
Chapter 3: Organizational Commitment 2/19/2013 1:44:00 PM  Being able to keep those well-qualified employees for long periods of time in order for the organization to gain any benefits from their efforts.  Organizational Commitment: desire on the part of an employee to remain a member of the organization. Influences whether an employee stays a member of the organization or leaves to pursue another job.  Withdrawal behavior: a set of actions that employees perform to avoid the work situation – behaviours that eventually culminate in quitting the organization. o Employees that exhibit more withdrawal behaviour than commitment are on the red end of the continuum, and are retention risks – on the edge of quitting their jobs. o Exit: a response to a negative work event by which one becomes often absent from work or voluntarily leaves the organization. o Voice: when an employee speaks up to offer constructive suggestions for change, often in reaction to a negative work event. o Loyalty: a passive response to a negative work event in which one publicly supports the situation but privately hopes for improvement. (Maintaining your effort despite the unhappiness) o Neglect: a passive, destructive response to a negative work event in which one’s interest and effort in work decline.  Three forms of Commitment: o Affective commitment: (emotional reasons) a desire to remain a member of an organization due to an emotional attachment to and involvement with the organization.  Stay because you want to  Employees who feel a sense of affective commitment identify with the organization, accept that organization’s goals and values and are more willing to exert extra effort on behalf of the organization.  Engage in more interpersonal and organizational citizenship behaviours  Strong correlation between affective commitment and citizenship behaviour.  The erosion model – employees with fewer bonds with co- workers are more likely to quit the organization.  The social influence model – employees with direct linkage to co-workers who leave the organization will themselves become more likely to leave. o Continuance commitment: (cost-based rea
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