MGS FINAL CH 3

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Author:
khamarris
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270722
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MGS FINAL CH 3
Updated:
2014-04-25 20:43:13
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MGS
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Ch. 3 vocab
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  1. Organizational commitment
    defined as the desire on the part of an employee to remain a member of the organization.
  2. withdrawal behavior
    defined as a set of actions that employees perform to avoid the work situation--behaviors that may eventually culminate in quitting the organization.
  3. affective commitment
    defined as a desire to remain a member of an organization due to an emotional attachment to, and involvement with, that organization.
  4. Continuance commitment
    defined as a desire to remain a member of an organization because of an awareness of the costs associated with t leaving it.
  5. Normative commitment
    defined as a desire to remain a member of an organization due to a feeling of obligation.
  6. Focus of commitment
    to refer to the various people, places and things that can inspire a desire to remain a member of an organization.
  7. Erosion model
    suggests that employees with fewer bonds will be most likely to quit the organization.
  8. Embeddedness
    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.
  9. Exit
    withdrawal behavior defined as an active, destructive response by which an individual either ends or restricts organizational behavior.
  10. Voice
    withdrawal behavior, defined as active, constructive response in which individuals attempt to improve the situation.
  11. Loyalty
    withdrawal behavior, defined as a passive, destructive response in which interest and effort in the job declines.
  12. Neglect
    withdrawal behavior, defined as a passive, destructive response in which interest and effort in the job declines.
  13. Stars
    possess high commitment and high performance and are held up as a role models for other employees.
  14. citizens
    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.
  15. Lone wolves
    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.
  16. Apathetics
    posses low levels of both organizational commitment and task performance levels to make make them marketable to their next employer.
  17. psychological withdrawal
    consistsof actions that provide a mental escape from the work environment
  18. Daydeaming
    when employees appear to be working but are totally distracted by random thoughts or concerns.
  19. Socializing
    refers to the verbal chatting about non work topic that goes on in cubicles and officers or at the mailbox or vending macines
  20. Looking busy
    indicates an intentional desire on the part of employees to look like they're working.
  21. Moonlighting
    when an employee their uses wok time and resources to complete something other than their job duties, such as assignments for another job
  22. Cyberloafing
    using internet, email, and instant messaging access for their personal enjoyment rather than work duties.
  23. Physical withrawal
    consists of actions that provide a physical escape, whether short term or long term, from the work enironment.
  24. Tardiness
    reflects the tendency to arrive at work late.
  25. Long breaks
    involve longer-than-normal lunches, soda breaks, coffee breaks, and so forth that provide a physical escape from work.
  26. Missing meetings
    means employees neglect important work functions while away from the office.
  27. Absenteeism
    occurs when employees miss an entire day of work.
  28. Quitting
    voluntarily leaving the organization.
  29. Independent forms model
    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.
  30. Compensatory forms model
    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.
  31. Progression model
    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.
  32. Psychological contracts
    reflect employees' belies bout what they owe the organization and what the organization owes them.
  33. Transactional contracts
    that are based on a narrow set of specific monetary obligations and protection of proprietary information; the organization owes pay and advancement opportunities
  34. Relational contracts
    are based on a broader set of open-ended and subjective obligations.
  35. Perceived organizational suppot
    reflects the degree to which employees believe that the organization values their contributions and cares about their well-being.

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