1.
(p. 63)
Organizational commitment is the desire on the part of an employee to remain a member
of the organization.
2.
(p. 64)
The three types of organizational commitment are continuance, normative, and affective.
3.
(p. 64)
Affective commitment is defined as a desire to remain a member of an organization due to
an emotional attachment to, and involvement with, that organization.
4.
(p. 64)
Continuance commitment is defined as a desire to remain a member of an organization
due to a feeling of obligation.
5.
(p. 65)
Employees who feel a sense of continuance 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.
6.
(p. 67)
The erosion model suggests that employees who have direct linkages with “leavers” will
themselves become more likely to leave.
7.
(p. 67)
The social influence model of withdrawal behavior suggests that employees with fewer
bonds will be most likely to quit the organization.
8.
(p. 68)
A lack of employment alternatives is one of the factors that increase continuance
commitment.
9.
(p. 68)
Continuance commitment tends to create more of a passive form of loyalty.
10.
(p. 68)
Embeddedness summarizes a person’s links to the organization and the community,
his/her sense of fit with that organization and community, and what he/she would have to
sacrifice for a job change.
11. Jack grew up in Peoria. Both his family and his wife’s family live there. This family
background would create a high level of affective commitment.
12.
(p. 68)
Continuance commitment focuses on personal and family issues more than affective and
normative commitment.
13.
(p. 68)
Continuance commitment exists when there’s a profit associated with staying and a cost
associated with leaving.
14.
(p. 69)
Affective commitment exists when there is a sense that staying is the “right” or “moral”
thing to do.
do.
15.
(p. 71)
Exit is defined as a passive, destructive response to a negative work event in which
interest and effort on the job declines.
16.
(p. 71)
Voice is defined as a passive, constructive response to a negative work event that
maintains public support for the situation while the individual privately hopes for improvement.
17.
(p. 71)
Loyalty is defined as an active, constructive response to a negative work event in which
individuals attempt to improve the situation.
18.
(p. 71)
Organizational commitment should increase the likelihood that an individual will respond
to a negative work event with voice or loyalty.
19.
(p. 71–72)
Employees falling under the category of “lone wolves” tend to respond to negative
events with voice because they have the desire to improve the status quo and the credibility
needed to inspire change.
20. Employees categorized as citizens demonstrate the highest levels of organizational
commitment and behave in an active, constructive manner.
21. Employees in the category of apathetics are demonstrate passive, destructive behavior.
They exert the minimum level of effort required to keep their jobs.
22.
(p. 71–72)
Employees falling under the category of “stars” 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.
23.
(p. 72)
Employees falling under the category of “lone wolves” possess low levels of both
organizational commitment and task performance and merely exert the minimum level of effort
needed to keep their jobs.
24.
(p. 72)
Examples of psychological withdrawal include missing meetings and tardiness.
25.
(p. 72)
When employees engage in moonlighting, they use work time and resources to complete
something other than their job duties, such as assignments for another job.
26.
(p. 73)
Tardiness reflects the tendency to arrive at work late or leave work early.
27.
(p. 75)
The most serious form of physical withdrawal is absenteeism.
28.
(p. 75)
The independent forms model of withdrawal argues that the various withdrawal behaviors
are uncorrelated with one another, occur for different reasons, and fulfill different needs on the
part of employees.
29.
(p. 75)
The compensatory forms model of withdrawal argues that the various withdrawal
behaviors are positively correlated.
30.
(p. 75)
The progression model of withdrawal argues that the various withdrawal behaviors
negatively correlate with one another—that doing one means you’re less likely to do another. The
idea is that any form of withdrawal can compensate for, or neutralize, a sense of dissatisfaction,
which makes the other forms unnecessary.
31.
(p. 79)
Survivor syndrome refers to the anger, depression, fear, distrust, and guilt of the
employees who remain after an organization downsizes.
32. The retirement of the Baby Boomers will have no effect on the country’s economic output.
33.
(p. 79)
Psychological contracts reflect employees’ beliefs about what they owe the organization
and what the organization owes them.
34.
(p. 79)
Transactional contracts are based on a narrow set of specific monetary obligations.
35.
(p. 63)
Which of the following terms refers to the desire on the part of an employee to remain a
member of the organization?
36.
(p. 63)
The set of actions that employees perform to avoid the work situation that may eventually
culminate in the employee quitting the organization are referred to as _____ behavior.
37.
(p. 64)
Which of the following is one of the three types of organizational commitment?
38.
(p. 64)
The desire to remain a member of an organization due to emotional attachment to, and
involvement with, that organization is called “_____ commitment.”
39. Jacklyn loves her job, admires her boss, believes in the goals and vision of the company.
She can’t imagine looking for or finding a better job. Jacklyn most likely would demonstrate
______.
40.
(p. 64)
“_____ commitment” is defined as a desire to remain a member of an organization because
of an awareness of the costs associated with leaving it.
41.
(p. 64)
A desire to remain a member of an organization due to a feeling of obligation is called
_____ commitment.
42.
(p. 64)
Mauve has been working as the creative head at Juno Designs for the past 10 years. Her
growth at Juno has made her one of the finest designers in the field. Of late Mauve has been
receiving several offers and inquiries from head hunters from other companies. Mauve feels that
she should stay with Juno Designs because her retirement benefit increases during her later years
of service as opposed to her initial years of service. This is an example of _____ commitment.
43.
(p. 65)
Which of the following terms refers to the various people, places, and things that can
inspire a desire to remain a member of an organization?