MGS FINAL CH 3

defined as the desire on the part of an employee to remain a member of the organization.

defined as a set of actions that employees perform to avoid the work situation--behaviors that may eventually culminate in quitting the organization.

defined as a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.

defined as a desire to remain a member of an organization because of an awareness of the costs associated with t leaving it.

defined as a desire to remain a member of an organization due to a feeling of obligation.

to refer to the various people, places and things that can inspire a desire to remain a member of an organization.

suggests that employees with fewer bonds will be most likely to quit the organization.

summarizes employees links to their organization and community, their sense of fir with their organization and community, and what they would have to sacrifice for a job change.

withdrawal behavior defined as an active, destructive response by which an individual either ends or restricts organizational behavior.

withdrawal behavior, defined as active, constructive response in which individuals attempt to improve the situation.

withdrawal behavior, defined as a passive, destructive response in which interest and effort in the job declines.

withdrawal behavior, defined as a passive, destructive response in which interest and effort in the job declines.

possess high commitment and high performance and are held up as a role models for other employees.

possess high commitment and low task performance but perform many of the voluntary "extra-role" activities that are needed to make the organization function smoothly.

posses 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.

posses low levels of both organizational commitment and task performance levels to make make them marketable to their next employer.

consistsof actions that provide a mental escape from the work environment

when employees appear to be working but are totally distracted by random thoughts or concerns.

refers to the verbal chatting about non work topic that goes on in cubicles and officers or at the mailbox or vending macines

indicates an intentional desire on the part of employees to look like they're working.

when an employee their uses wok time and resources to complete something other than their job duties, such as assignments for another job

using internet, email, and instant messaging access for their personal enjoyment rather than work duties.

consists of actions that provide a physical escape, whether short term or long term, from the work enironment.

reflects the tendency to arrive at work late.

involve longer-than-normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work.

means employees neglect important work functions while away from the office.

occurs when employees miss an entire day of work.

voluntarily leaving the organization.

of withdrawal, which argues that the various withdrawal behaviors are uncorrelated with one another, occur for different reasons, and fulfill different needs on the part of employees.

of withdrawal, which argues that the various withdrawal behaviors negatively correlate with one another--that doing one means you're less likely to do another.

of withdrawal, which argues that the various withdrawal behaviors are positively correlated:  The tendency to daydream or socialize leads to the tendency to come in late o take long breaks, which leads to the tendency to be absent or quit.

reflect employees' belies bout what they owe the organization and what the organization owes them.

that are based on a narrow set of specific monetary obligations and protection of proprietary information; the organization owes pay and advancement opportunities

are based on a broader set of open-ended and subjective obligations.

reflects the degree to which employees believe that the organization values their contributions and cares about their well-being.