MGMT 363 - Chapter 3 - Organizational Commitment

The desire on the part of an employee to remain a member of the organization. Influences whether an employee stays or quits

A set of actions that employees perform to avoid the work situation, which could ultimately lead to quitting.

-a desire to remain a member of the organization because of an emotional attachment with the organization
-you stay because you want to
-if you left, you'd feel a sense of sadness
-the type of commitment managers want you to have ideally, because these employees will "go the extra mile"

-a desire to remain a member of the organization because of an awareness of the costs associated with leaving, or the profits from staying
-stay because you need to
-if you left, you'd feel a sense of anxiety
-focuses more on personal and family issues that would cause people to be committed to their job
-the type of commitment felt by Mr. Incredible for his insuracne job
-Ex: you've worked hard for many years, and will get a promotion soon, lack of employment alternatives

-a desire to remain a member of the organization because ofa feeling of obligation
-stay because you ought to - it's the "right" or "moral" thing to do
-if you left, you'd feel a sense of guilt
-(sense that a debt is owed to a boss or colleague, etc.)

The various people, places, and things that can inspire a desire to remain a member of an organization
-(ex: a boss, the department they work in, team they work with, etc.)

Employees with several direct connections with other employees

-employees with fewer bonds will be most likely to quit the organization
-these employees are likely to feel less emotional attachment to colleagues, which makes it easier to leave

-employees who have direct linkages with "leavers" will themselves become more likely to leave
-reductions in affective commitment become contagious

-summarizes employee's links to their organization and community, their sense of fit with their organization, and what they would have to sacrifice for a job change
-strengthens continuance commitment by providing more reasons to stay

1) create a feeling that employees are in the organization's debt - that they owe something to the organization (ex: spend a great deal of time/money training them, so they feel they owe something in return)
2) become a charitable organization (participate in charities, so that will increase goodwill towards the company and help employees feel better about their company)

-an active, destructive response to a negative event by which an individual either ends organizational membership
(quitting)

-an active, constructive response to negative behavior in which individuals try to improve the organization
-ex: meeting with an employee and attempting to work on the situation

-a passive, constructive response to a negative event that maintains public support for the situation, while the individual privately hopes for improvement
-an employee would just "grin and bear it"

-passive, destructive response to a negative event in which interest and effort in the job declines
-employee just goes through the motions, allowing performance to deteriorate slowly as they mentally "check out"
-neglect can be even more costly than exit, because it may take a long time before the boss notices the poor behaviors