This document discusses organizational commitment and withdrawal. It defines three forms of organizational commitment - affective, continuance, and normative commitment. It also discusses the exit-voice-loyalty-neglect framework for responses to negative events. Withdrawal is defined as actions employees take to avoid work, and the forms of withdrawal are often correlated and can progress from lateness to absenteeism to quitting. The document concludes that employee commitment is higher when employers are also committed to employees through support, job security, rewards, work conditions, and minimizing politics.

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OrganizationalOrganizational
CommitmentCommitment
Chapter 3

2. 3-2

3. 3-3
Organizational CommitmentOrganizational Commitment
• A desire on the part of an employee to remain a
member of an organization
๏ Comes in three forms

4. 3-4
Affective CommitmentAffective Commitment
• A desire on the part of an employee to
remain a member of an organization
because of an emotional attachment to,
or involvement in, that organization
๏ You stay because you want to
๏ What would you feel if you left anyway?

5. 3-5
Affective CommitmentAffective Commitment

6. 3-6
Continuance CommitmentContinuance Commitment
• A desire on the part of an employee to
remain a member of an organization
because of an awareness of the costs
associated with leaving
๏ You stay because you need to
๏ What would you feel if you left anyway?

7. 3-7
Continuance CommitmentContinuance Commitment

8. 3-8
Normative CommitmentNormative Commitment
• A desire on the part of an employee to
remain a member of an organization
because of a feeling of obligation
๏ You stay because you ought to
๏ What would you feel if you left anyway?

9. 3-9
Organizational CommitmentOrganizational Commitment

10. 3-10
Exit-Voice-Loyalty-NeglectExit-Voice-Loyalty-Neglect
• A framework that includes potential responses to
negative events
๏ Exit
๏ Ending or restricting organizational membership
๏ Voice
๏ A constructive response where individuals attempt to improve
the situation

11. 3-11
Exit-Voice-Loyalty-NeglectExit-Voice-Loyalty-Neglect
• A framework that includes potential responses to
negative events
๏ Loyalty
๏ A passive response where the employee remains supportive
while hoping for improvement
๏ Neglect
๏ Interest and effort in the job is reduced

12. 3-12
Exit-Voice-Loyalty-NeglectExit-Voice-Loyalty-Neglect

13. 3-13
WithdrawalWithdrawal
• A set of actions that employees perform
to avoid the work situation
๏ One study found that 51% of employees’
time was spent working
๏ The other 49% was allocated to coffee
breaks, late starts, early departures, and
personal things

14. 3-14
WithdrawalWithdrawal

15. 3-15
WithdrawalWithdrawal

16. 3-16
WithdrawalWithdrawal
• Key question:
๏ How exactly are the different forms of withdrawal related
to one another?
๏ Independent forms
๏ Compensatory forms
๏ Progression

17. 3-17
WithdrawalWithdrawal
• Answer:
๏ The various forms of withdrawal are almost always
moderately to strongly correlated
๏ Those correlations suggest a progression, as lateness is
strongly related to absenteeism, and absenteeism is
strongly correlated to quitting

18. 3-18
ApplicationApplication
• Employees are more committed when
employers are committed to them
๏ Perceived organization support
๏ Fostered when organizations:
๏ Protect job security
๏ Provide rewards
๏ Improve work conditions
๏ Minimize politics