New User Special Price Expires in

Let's log you in.

Sign in with Facebook


Don't have a StudySoup account? Create one here!


Create a StudySoup account

Be part of our community, it's free to join!

Sign up with Facebook


Create your account
By creating an account you agree to StudySoup's terms and conditions and privacy policy

Already have a StudySoup account? Login here

MNGT 3460 - Organizational Behavior: Chapter 3 Notes

by: Ashley Watts

MNGT 3460 - Organizational Behavior: Chapter 3 Notes MNGT 3460

Marketplace > Auburn University > Management > MNGT 3460 > MNGT 3460 Organizational Behavior Chapter 3 Notes
Ashley Watts
GPA 3.85

Preview These Notes for FREE

Get a free preview of these Notes, just enter your email below.

Unlock Preview
Unlock Preview

Preview these materials now for free

Why put in your email? Get access to more of this material and other relevant free materials for your school

View Preview

About this Document

Highlighted information is important and will likely be on test
Organizational Behavior
Jeremy David Mackey
Class Notes
25 ?




Popular in Organizational Behavior

Popular in Management

This 3 page Class Notes was uploaded by Ashley Watts on Monday August 29, 2016. The Class Notes belongs to MNGT 3460 at Auburn University taught by Jeremy David Mackey in Fall 2016. Since its upload, it has received 4 views. For similar materials see Organizational Behavior in Management at Auburn University.


Reviews for MNGT 3460 - Organizational Behavior: Chapter 3 Notes


Report this Material


What is Karma?


Karma is the currency of StudySoup.

You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!

Date Created: 08/29/16
● Organizational commitment ○ An employee’s desire to remain a member of an organization ● Withdrawal behavior ○ Employee actions that are intended to avoid work situations ● Focus of Commitment ○ The people, places and ● Types of Organizational Commitment ○ Affective commitment ■ An employee’s desire to remain a member of an organization due to a feeling of emotional  attachment ○ Continuance commitment ■  An employee’s desire to remain a member of an organization due to an awareness of the costs  of leaving ○ Normative commitment ■ An employee’s desire to remain a member of an organization due to a feeling of obligation ● Affective Commitment ○  Erosion model ■ A model that suggests that employees with fewer bonds with coworkers are more likely to quit  the organization than employees with more bonds with coworkers ○ Social influence model ■ A model that suggests that employees with direct linkages to coworkers who leave the  organization will themselves become more likely to leave ●  Continuance Commitment ○ An employee’s desire to remain a member of an organization due to an awareness of the costs  of leaving ○ Ways to increase continuance commitment ■ Profit associated with staying and cost associated with leaving ■ Lack of employment alternatives ○ Embeddedness ■ An employee’s connection to and sense of fit in the organization and community ● Normative Commitment ○ Ways to build normative commitment: ■ Feeling that employees are in the organization’s debt – that they owe something to the  organization ■ Being a particularly charitable organization, which is good for public relations and employees’  feelings about the company   ● Active Types of Withdrawal Behaviors ○ Exit ■ A response to a negative work event by which one becomes often absent from work or  voluntarily leaves the organization ○ Voice ■ When an employee speaks up to offer constructive suggestions for change, often in reaction to  a negative work event ● Passive Types of Withdrawal Behaviors ○ Loyalty ■ A positive response to a negative work event in which one publicly supports the situation but  privately hopes for improvement ○ Neglect ■ A passive, destructive response to a negative work event in which one’s interest and effort in  work decline ● Psychological and Physical Withdrawal ○ Psychological withdrawal ■ Mentally escaping the work environment ■ Examples: daydreaming, socializing, looking busy, cyberloafing ■ Cyberloafing is estimated to cost $650 billion per year in lost productivity ○ Physical withdrawal ■ A physical escape from the work environment ■ Examples: tardiness, long breaks, missing meetings, absenteeism, quitting ■ 57% of U.S. employees take sick days when they’re not actually sick ● Models   of Withdrawal ○ Independent forms model ■ A model that predicts that the various withdrawal behaviors are uncorrelated; engaging in one  type of withdrawal has little bearing on engaging in other types ○ Compensatory forms model ■ A model indicating that the various withdrawal behaviors are negatively correlated; engaging in  one type of withdrawal makes one less likely to engage in other types ○ Progression model ■ A model indicating that the various withdrawal behaviors are positively correlated; engaging in  one type of withdrawal makes one more likely to engage in other types ● Types of Employees ○ Stars ■ High commitment and high performance; role models ○ Citizens ■ High commitment and low task performance; high citizenship behaviors ○ Lone wolves ■ Low commitment and high task performance; motivated to achieve work goals for themselves  instead of their organizations ○ Apathetics ■  Low commitment and low task performance; minimum effort to keep job ● Trends that Affect Commitment ○ Diversity of the workplace ■ Has increased over time in terms of demographic composition, foreign­born employees, and  age ○ The changing employee­employer relationship ■ Loyalty has decreased over time for employees and organizations ■ Psychological contracts – employee beliefs about what employees owe the organization and  what the organization owes them ■ Transactional contracts – psychological contracts that focus on a narrow set of specific  monetary obligations ■ Relational contracts – psychological contracts that focus on a broad set of open­ended and  subjective obligations ● Application: Commitment Initiatives ○ Perceived organizational support ■ The degree to which employees believe that the organization values their contributions and  cares about their well­being ○ Practices to increase commitment ■ Increasing the bonds that link employees together (affective commitment) ■ Create a salary and benefits package that creates a financial need to stay(continuance  commitment) ■ Provide various training and development opportunities for employees(normative commitment) ● Application Question: Romeo is a junior HR manager at his company. He was offered a position as a senior hr manager at a rival company but he declined because he feels emotionally  attached to his organization. This is an example of ___ commitment ○ Affective ○ Continuance ○ Normative ○ Loyalty ○ neglect


Buy Material

Are you sure you want to buy this material for

25 Karma

Buy Material

BOOM! Enjoy Your Free Notes!

We've added these Notes to your profile, click here to view them now.


You're already Subscribed!

Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'

Why people love StudySoup

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"

Amaris Trozzo George Washington University

"I made $350 in just two days after posting my first study guide."

Bentley McCaw University of Florida

"I was shooting for a perfect 4.0 GPA this semester. Having StudySoup as a study aid was critical to helping me achieve my goal...and I nailed it!"


"Their 'Elite Notetakers' are making over $1,200/month in sales by creating high quality content that helps their classmates in a time of need."

Become an Elite Notetaker and start selling your notes online!

Refund Policy


All subscriptions to StudySoup are paid in full at the time of subscribing. To change your credit card information or to cancel your subscription, go to "Edit Settings". All credit card information will be available there. If you should decide to cancel your subscription, it will continue to be valid until the next payment period, as all payments for the current period were made in advance. For special circumstances, please email


StudySoup has more than 1 million course-specific study resources to help students study smarter. If you’re having trouble finding what you’re looking for, our customer support team can help you find what you need! Feel free to contact them here:

Recurring Subscriptions: If you have canceled your recurring subscription on the day of renewal and have not downloaded any documents, you may request a refund by submitting an email to

Satisfaction Guarantee: If you’re not satisfied with your subscription, you can contact us for further help. Contact must be made within 3 business days of your subscription purchase and your refund request will be subject for review.

Please Note: Refunds can never be provided more than 30 days after the initial purchase date regardless of your activity on the site.