国外组织行为学课件皮尔森ch04

Chapter4Values,Attitudes,andWorkBehaviourLearningObjectivesDefinevaluesanddiscusstheimplicationsofcross-culturalvariationinvaluesfororganizationalbehaviour.Defineattitudesandexplainhowpeopledevelopandchangeattitudes.Explaintheconceptofjobsatisfactionanddiscusssomeofitskeycontributors,includingdiscrepancy,fairness,disposition,mood,andemotioninpromotingjobsatisfaction.LearningObjectives(continued)4. Outlinethevariousconsequencesofjobsatisfactionandexplaintherelationshipbetweenjobsatisfactionandabsenteeism,turnover,performance,organizationalcitizenshipbehaviour,andcustomersatisfaction.5. Differentiateaffective,continuance,andnormative

commitmentandexplainhoworganizationscanfosterorganizationalcommitment.WhatAreValues?

Abroadtendencytoprefercertainstatesofaffairsoverothers.Valueshavetodowithwhatweconsidergoodandbad.Valuesaremotivationalandverygeneral.Peopletendtoholdvaluesstructuredaroundsuchfactorsasachievement,power,autonomy,conformity,tradition,andsocialwelfare.GenerationalDifferencesinValues

Therearefourdistinctivegenerationsintheworkplacetoday:Traditionalists(1922-1945)BabyBoomers(1946-1964)GenerationX(1965-1980)Millennials(GenerationY)(1981-2000)GenerationalDifferencesinValues(continued)

Thesegenerationsgrewupunderratherdifferentsocializationexperiences.Thesedifferenceshaveledtonotablevaluedifferencesbetweenthegenerations.Suchvaluedifferencesmightthenunderliethedifferentialassetsandpreferencesforleadershipstyle.FourGenerationsinToday’sWorkplaceGenerationalStereotypesTraditionalists:Respectfulofauthorityandahighworkethic.Boomers:Optimisticworkaholics.GenX:Cynical,confident,andpragmatic.GenY:Confident,social,demandingoffeedback,andsomewhatunfocused.Arethesestereotypesaccurate?GenerationalDifferencesinValues(continued)

Mostresearchpointstomoresimilaritiesthandifferencesinvaluesacrossgenerations.SomeindicationthatGenXandYaremoreinclinedtovaluestatusandrapidcareergrowththanareboomers.GenYsespeciallyvalueautonomyandXers,comparedtoboomers,arelessloyal,morewantingofpromotion,andmoreinclinedtowardwork-lifebalance.GenerationalDifferencesinValues(continued)

Someresearchhasconcludedthatallworkgenerationssharethesamevaluesbutexpressthemdifferently.Generationaldifferencesinworkvaluesorthewayvaluesareexpressedisimportantbecauseagood“fit”betweenaperson’svaluesandthoseoftheorganization(person-organizationfit)leadstomorepositiveworkattitudesandbehaviours.CulturalDifferencesinValuesTherearebasicdifferencesinwork-relatedvaluesacrosscultures.Alackofunderstandingofcross-culturaldifferencescancauseforeignassignmentstoterminateearlyandbusinessnegotiationstofail.WorkCentralityWorkisvalueddifferentlyacrosscultures.Therearecross-nationaldifferencesintheextenttowhichpeopleperceiveworkasacentrallifeinterest.Peopleforwhomworkwasacentrallifeinterestworkmorehours.Cross-culturaldifferencesinworkcentralitycanleadtoadjustmentproblemsforforeignemployeesandmanagers.Hofstede’sStudyGeertHofstedequestionedover116,000IBMemployeesin40countriesabouttheirwork-relatedvalues.Hediscoveredfourbasicdimensionsalongwhichwork-relatedvaluesdifferedacrosscultures:PowerdistanceUncertaintyavoidanceMasculinity/femininityIndividualism/collectivismHofstede’sStudy(continued)SubsequentworkwithCanadianMichaelBondthatcateredmoretoEasternculturesresultedinafifthdimension:Long-term/short-termorientationPowerDistanceTheextenttowhichanunequaldistributionofpowerisacceptedbysocietymembers.Insmallpowerdistancecultures,inequalityisminimized,superiorsareaccessible,andpowerdifferencesaredownplayed.PowerDistance(continued)Inlargepowerdistancecultures,inequalityisacceptedasnatural,superiorsareinaccessible,andpowerdifferencesarehighlighted.Outof40societies,CanadaandtheUnitedStatesrank14and15,fallingonthelowpowerdistancesideoftheaverage.UncertaintyAvoidanceTheextenttowhichpeopleareuncomfortablewithuncertainandambiguoussituations.Stronguncertaintyavoidanceculturesstressrulesandregulations,hardwork,conformity,andsecurity.UncertaintyAvoidance(continued)Cultureswithweakuncertaintyavoidancearelessconcernedwithrules,conformity,andsecurity,andhardworkisnotseenasavirtueandrisktakingisvalued.CanadaandtheUnitedStatesarewellbelowaverageonuncertaintyavoidance.Masculinity/FemininityMasculineculturesclearlydifferentiategenderroles,supportthedominanceofmen,andstresseconomicperformance.Feminineculturesacceptfluidgenderroles,stresssexualequality,andstressqualityoflife.Masculinity/Femininity(continued)InHofstede’sresearch,JapanisthemostmasculinesocietyfollowedbyAustria,Mexico,andVenezuela.TheScandinaviancountriesarethemostfeminine.Canadaranksaboutmid-packandtheUnitedStatesisfairlymasculinefallingabouthalfwaybetweenCanadaandJapan.Individualism/CollectivismIndividualisticsocietiesstressindependence,individualinitiative,andprivacy.Collectiveculturesfavourinterdependenceandloyaltytofamilyorclan.Individualism/Collectivism(continued)TheUnitedStates,Australia,GreatBritain,andCanadaareamongthemostindividualisticsocieties.Venezuela,Columbia,andPakistanareamongthemostcollective,withJapanfallingaboutmid-pack.Long-term/Short-termOrientationCultureswithalong-termorientationstresspersistence,perseverance,thrift,andcloseattentiontostatusdifferences.Cultureswithashort-termorientationstresspersonalsteadinessandstability,face-saving,andsocialniceties.Long-term/Short-termOrientation(continued)China,HongKong,Taiwan,Japan,andSouthKoreatendtobecharacterizedbyalong-termorientation.CanadaandtheUnitedStatesaremoreshort-termoriented.Cross-CultureValueComparisonsImplicationsofCulturalVariationWhataretheimplicationsofculturalvariationfororganizationalbehaviour?ExportingOBTheoriesOrganizationalbehaviourtheories,research,andpracticesfromNorthAmericamightnottranslatewelltoothersocieties.Thebasicquestionsremainthesame–itisjusttheanswersthatwilldiffer.Agoodfitbetweencompanypracticesandthehostcultureisimportant.ImportingOBTheoriesNotalltheoriesandpracticesthatconcernorganizationalbehaviouraredesignedinNorthAmericaorevenintheWest.Themostobviousexamplesare“Japanesemanagement”techniques,suchasqualitycircles,totalqualitymanagement,andjust-in-timeproduction.Organizationsneedtotailormanagementpracticestothehomeculture’sconcerns.AppreciatingGlobalCustomersAnappreciationofcross-culturaldifferencesinvaluesisessentialtounderstandingtheneedsandtastesofcustomersorclientsaroundtheworld.Appreciatingthevaluesofglobalcustomersisalsoimportantwhenthecustomersenteryourownculture.DevelopingGlobalEmployeesSuccessintranslatingmanagementpracticestoothercultures,importingpractices,andappreciatingglobalcustomersdoesnothappenbyaccident.Companiesneedtoselect,train,anddevelopemployeestohaveanappreciationofdifferencesinculturalvaluesandtheimplicationsofthesedifferencesforbehaviourinorganizations.WhatAreAttitudes?Anattitudeisafairlystableevaluativetendencytorespondconsistencytosomespecificobject,situation,person,orcategoryofpeople.Attitudesinvolveevaluationsdirectedtowardspecifictargets.Theyaremorespecificthanvalues.WhatAreAttitudes?(continued)Attitudesaretendenciestorespondtothetargetoftheattitude.Attitudesofteninfluenceourbehaviourtowardsomeobject,situation,person,orgroup.

AttitudeBehaviourWhatAreAttitudes?(continued)Wheredoattitudescomefrom?Attitudesareafunctionofwhatwethinkandwhatwefeel.Attitudesaretheproductofarelatedbeliefandvalue.Belief+Value=AttitudeBehaviourWhatAreAttitudes?(continued)Organizationsoftenattempttochangeemployeeattitudes.Mostattemptsatattitudechangeareinitiatedbyacommunicatorwhotriestousepersuasionofsomeformtomodifythebeliefsorvaluesofanaudiencethatsupportsacurrentlyheldattitude.WhatAreAttitudes?(continued)Persuasionthatisdesignedtomodifyoremphasizevaluesisusuallyemotionallyoriented.Persuasionthatisslantedtowardmodifyingcertainbeliefsisusuallyrationallyoriented.WhatIsJobSatisfaction?Acollectionofattitudesthatworkershaveabouttheirjobs.Twoaspectsofsatisfaction.Facetsatisfactionreferstothetendencyforanemployeetobemoreorlesssatisfiedwithvariousfacetsofthejob:TheworkitselfCompensationCareeropportunitiesRecognitionBenefitsWhatIsJobSatisfaction?(continued)Overallsatisfactionisasummaryindicatorofapersons’attitudetowardhisorherjobthatcutsacrossthevariousfacets.Anaverageortotaloftheattitudesindividualsholdtowardvariousfacetsofthejob.Twoemployeesmightexpressthesamelevelofoverallsatisfactionfordifferentreasons.WhatIsJobSatisfaction?(continued)ThemostpopularmeasureofjobsatisfactionistheJobDescriptiveIndex(JDI).Itisdesignedaroundfivefacetsofsatisfaction.Employeesrespond“yes,”“no,”or“?”indescribingwhetheraparticularwordorphraseisdescriptiveofparticularfacetsoftheirjobs.WhatIsJobSatisfaction?(continued)TheMinnesotaSatisfactionQuestionnaire(MSQ)isalsoacarefullyconstructedmeasureofjobsatisfaction.Respondentsindicatehowhappytheyarewithvariousaspectsoftheirjobonascalerangingfrom“verysatisfied”to“verydissatisfied.”WhatDeterminesJobSatisfaction?Wefrequentlyfinddifferencesinjobsatisfactionexpressedbyindividualsperformingthesamejobinagivenorganization.Howdoesthishappen?DiscrepancyAtheorythatjobsatisfactionstemsfromthediscrepancybetweenthejoboutcomeswantedandtheoutcomesthatareperceivedtobeobtained.Thereisstrongevidencethatsatisfactionwithone’spayishighwhenthereisasmallgapbetweenthepayreceivedandtheperceptionofhowmuchpayshouldbereceived.FairnessIssuesoffairnessaffectbothwhatpeoplewantfromtheirjobsandhowtheyreacttotheinevitablediscrepanciesinorganizationallife.Therearethreebasickindsoffairness:DistributivefairnessProceduralfairnessInteractionalfairnessDistributiveFairnessFairnessthatoccurswhenpeoplereceivewhattheythinktheydeservefromtheirjobs.Itinvolvestheultimatedistributionofworkrewardsandresources.Individualswant“what’sfair.”Equitytheoryprovidesawayofunderstandinghowpeopledeterminewhatisfair.EquityTheoryAtheorythatjobsatisfactionstemsfromacomparisonoftheinputsoneinvestsinajobandtheoutcomesonereceivesincomparisontotheinputsandoutcomesofanotherpersonorgroup.EquityTheory(continued)Equitywillbeperceivedwhenthefollowingdistributionratiosexist:

Myoutcomes=Other’soutcomes MyinputsOther’sinputsEquityTheory(continued)Inputsrefertoanythingthatpeoplegiveup,offer,ortradetotheirorganizationinexchangeforoutcomes(e.g.,education).Outcomesarefactorsthatanorganizationdistributestoemployeesinexchangefortheirinputs(e.g.,pay).Theotherintheratiomightbeaco-workerperformingthesamejob,anumberofco-workers,orevenone’sconceptionofalltheindividualsinone’soccupation.EquityTheory(continued)Equitytheoryhasimportantimplicationsforjobsatisfaction.Inequityisadissatisfyingstate,especiallywhenweareonthe“shortendofthestick.”Cross-culturaldifferencesinvaluessuggeststhattherearedifferencesacrossculturesinhowtoachieveequityanddistributivefairness.ProceduralFairnessFairnessthatoccurswhentheprocessusedtodetermineworkoutcomesisseenasreasonable.Itisconcernedwithhowoutcomesaredecidedandallocated.Itisparticularlyrelevanttooutcomessuchasperformanceevaluations,payraises,promotions,layoffs,andworkassignments.ProceduralFairness(continued)Inallocatingoutcomes,thefollowingfactorscontributetoperceptionsofproceduralfairness.Theallocator:Followsconsistentproceduresovertimeandacrosspeople.Usesaccurateinformationandappearsunbiased.Allowstwo-waycommunicationduringtheallocationprocess.Welcomesappealsoftheprocedureorallocation.ProceduralFairness(continued)Proceduralfairnessisespeciallylikelytoprovokedissatisfactionwhenpeoplealsoseedistributivefairnessasbeinglow.Dissatisfactionwillbemaximizedwhenpeoplebelievethattheywouldhaveobtainedbetteroutcomesifthedecisionmakerhadusedotherproceduresthatshouldhavebeenimplemented.InteractionalFairnessFairnessthatoccurswhenpeoplefeelthattheyhavereceivedrespectfulandinformativecommunicationaboutanoutcome.Interactionalfairnessisimportantbecauseitispossibleforabsolutelyfairoutcomesorprocedurestobeperceivedasunfairwhentheyareinadequatelyoruncaringlyexplained.InteractionalFairness(continued)Peoplewhoexperienceinteractionalunfairnessaremostlikelydissatisfiedwiththeboss.Bothproceduralandinteractionalfairnesscantosomeextentoffsetthenegativeeffectsofdistributiveunfairness.DispositionCouldyourpersonalitycontributetoyourfeelingsofjobsatisfaction?Thedispositionalviewofjobsatisfactionisbasedontheideathatsomepeoplearepredisposedbyvirtueoftheirpersonalitiestobemoreorlesssatisfieddespitechangesindiscrepancyorfairness.Disposition(continued)Studiesthatpointtoamissingdispositionallinkinjobsatisfaction:Identicaltwinsrearedaparttendtohavesimilarlevelsofjobsatisfaction.Jobsatisfactiontendstobefairlystableovertime,evenwhenchangesinemployeroccur.Dispositionmeasuredearlyinadolescenceiscorrelatedwithone’sjobsatisfactionasamatureadult.Disposition(continued)Thesefindingssuggestthatsomepersonalitycharacteristicsoriginatingingeneticsorearlylearningcontributetoadultjobsatisfaction.Peoplewhoareextravertedandconscientioustendtobemoresatisfiedwiththeirjobs.Thosehighinneuroticismarelesssatisfied.Peoplewhoarehighinself-esteemandinternallocusofcontrolaremoresatisfied.Disposition(continued)Ingeneral,peoplewhoareoptimisticandproactivereporthigherjobsatisfaction.Moodandemotionmaycontributetothisconnection.MoodandEmotionAffectisabroadlabelforfeelingsthatincludesemotionsandmoods.Emotionsareintense,oftenshort-livedfeelingscausedbyaparticulareventsuchasabadperformanceappraisal.Moodsarelessintense,longer-lived,andmorediffusefeelings.Howdoemotionsandmoodsaffectjobsatisfaction?AffectiveEventsTheoryJobsconsistofaseriesofeventsandhappeningsthathavethepotentialtoprovokeemotionsortoinfluencemoods,dependingonhowweappraisetheseeventsandhappenings.Emotionsandmoodscaninturninfluencejobsatisfaction.EmotionalContagionMoodandemotioncanalsoinfluencejobsatisfactionthroughemotionalcontagion.Emotionalcontagionisthetendencyformoodsandemotionstospreadbetweenpeopleorthroughoutagroup.People’smoodsandemotionstendtoconvergewithinteraction.EmotionalRegulationMoodandemotioncanalsoinfluencejobsatisfactionthroughtheneedforemotionalregulation.Emotionalregulationistherequirementforpeopletoconformtocertain“displayrules”intheirjobbehaviourinspiteoftheirtruemoodoremotions.Thisisoftenreferredtoas“emotionallabour.”EmotionalLabourInsomejobs,employeesmustexaggeratepositiveemotionswhileinotherstheymustsuppressnegativeemotions.Alljobshavetheirimplicitdisplayrules,however,servicerolesareespeciallyladenwiththem.Whataretheconsequencesoftherequirementforemotionalregulation?ConsequencesofEmotionalRegulationThefrequentneedtosuppressnegativeemotionscanlowerjobsatisfactionandincreasestress.Someresearchsuggeststhattheneedtoexpresspositiveemotionsimprovesjobsatisfaction.Doorganizationspayapremiumforemotionallabour?EmotionalLabourandCognitiveDemandsHowDiscrepancy,Fairness,Disposition,Mood,andEmotionAffectJobSatisfactionThefacetsthatseemtocontributethemosttofeelingsofjobsatisfactionformostNorthAmericanworkersinclude:MentallychallengingworkAdequatecompensationCareeropportunitiesPeople(friendlyorhelpfulcolleagues)SomeKeyContributorstoJobSatisfactionsMentallyChallengingWorkReferstoworkthattestsemployees’skillsandabilities,allowsthemtosettheirownworkingpace,andprovidesthemwithclearperformancefeedback.Employeesusuallyperceivesuchworkaspersonallyinvolvingandimportant.AdequateCompensationMostemployeesexpecttoreceiveanadequateamountofcompensation.Althoughpayandsatisfactionarepositivelyrelated,noteveryoneisequallydesirousofmoney.CareerOpportunitiesTheavailabilityofcareeropportunitiesandopportunitiesforpromotionareimportantcontributorstojobsatisfaction.Promotionscontainmaterialandsocialsignalsaboutaperson’sself-worth.PeopleFriendly,considerate,good-naturedsuperiorsandco-workerscontributetojobsatisfaction.Theabilityofotherstohelpusdoourworkandattainoutcomesthatwevaluealsocontributestojobsatisfaction.Thefriendlinessaspectismostimportantinlower-leveljobswithcleardutiesaswellasdead-endjobs.People(continued)Theabilityofotherstohelpusdoourworkwellcontributesmoretojobsatisfactionwhenpayistiedtoperformance,jobsarecomplex,oraspromotionopportunitiesincrease.ConsequencesofJobSatisfactionJobsatisfactionhasanumberofconsequences:AbsencefromworkTurnoverPerformanceOrganizationalcitizenshipbehaviourCustomersatisfactionandprofitAbsencefromWorkAbsenteeismisanexpensivebehaviour.Lesssatisfiedemployeesaremorelikelytobeabsent.Satisfactionwiththecontentoftheworkisthebestpredictorofabsenteeism.Theabsence-satisfactionconnectionisnotverystrong.AbsencefromWork(continued)Severalfactorsconstraintheabilityofmanypeopletoconverttheirlikeordislikeofworkintocorrespondingattendancepatterns:Someabsenceisunavoidable.Opportunitiesforoff-the-jobsatisfactiononamisseddayvary.Someorganizationshaveattendancecontrolpolicies.Itmightbeuncleartoemployeeshowmuchabsenteeismisreasonableorsensible.AbsencefromWork(continued)Thenormforabsenteeismandthe“absenceculture”mighthaveastrongereffectthananindividualemployee’sjobsatisfaction.Theconnectionbetweenjobsatisfactionandgoodattendanceprobablystemsinpartfromthetendencyforjobsatisfactiontofacilitatementalhealthandsatisfactionwithlifeingeneral.TurnoverTurnoverreferstoresignationfromanorganizationanditcanbeveryexpensive.Researchindicatesamoderatelystrongconnectionbetweenjobsatisfactionandturnover.Less-satisfiedworkersaremorelikelytoquit.Therelationshipisfarfromperfect.AModelofEmployeeTurnoverTurnover(continued)Themodelshowsthatjobsatisfactionaswellascommitmenttotheorganizationandvarious“shocks”cancontributetointentionstoleave.Researchshowsthatsuchintentionsareverygoodpredictorsofturnover.Whydosatisfiedpeoplesometimesquittheirjobsanddissatisfiedpeoplestay?Turnover(continued)Certain“shocks”mightstimulateturnoverdespitesatisfactionwiththecurrentjob.Anemployees’dissatisfactionwithhisorherjobmightbeoffsetbyastrongcommitmenttotheoverallvaluesandmissionoftheorganization.Anemployeemightbesoembeddedinthecommunitythatheorsheiswillingtoendureadissatisfyingjobratherthanmove.Aweakjobmarketmightresultinlimitedemploymentalternatives.TheHoneymoon-HangoverEffectAdecreaseinjobsatisfactionoftenprecedesturnover,andthosewhoquitexperienceaboostinjobsatisfactionontheirnewjob.Someofthisboostmightbeduetoa“honeymooneffect,”inwhichthebadfacetsoftheoldjobaregone,thegoodfacetsofthenewjobareapparent,andthebadfacetsofthenewjobarenotyetknown.TheHoneymoon-HangoverEffect(continued)Overtime,asthebadfacetsofthenewjobarerecognized,a“hangovereffect”canoccurinwhichoverallsatisfactionwiththenewjobdecreases.TheHoneymoon-HangoverEffect(continued)PerformanceResearchhasfoundthatjobsatisfactionisassociatedwithhigherjobperformance.However,theconnectioniscomplicated;manyfactorsinfluencemotivationandperformance.Themostimportantsatisfactionfacetisthecontentoftheworkitself.Performance(continued)Theconnectionbetweenjobsatisfactionandperformanceisstrongerforcomplex,high-techjobsandlessstrongformoreroutinelabourjobs.Althoughjobsatisfactioncontributestoperformance,performancecouldalsocontributetojobsatisfaction.Whengoodperformanceisfollowedbyrewards,employeesaremorelikelytobesatisfied.Performance(continued)Manyorganizationsdonotrewardgoodperformancesufficiently.Thus,researchindicatesthatsatisfactionismorelikelytoaffectperformance,ratherthanthereverse.OrganizationalCitizenshipBehaviour(OCB)OCBisvoluntary,informalbehaviourthatcontributestoorganizationaleffectiveness.Inmanycases,theformalperformanceevaluationsystemdoesnotdetectandrewardit.JobsatisfactioncontributesgreatlytotheoccurrenceofOCB,morethanitdoestoregulartaskperformance.OrganizationalCitizenshipBehaviour(OCB)(continued)ThedefiningcharacteristicsofOCB:Thebehaviourisvoluntary.Thebehaviourisspontaneous.Thebehaviourcontributestoorganizationaleffectiveness.Thebehaviourisunlikelytobeexplicitlypickedupandrewardedbytheperformanceevaluationsystem.OrganizationalCitizenshipBehaviour(OCB)(continued)ThevariousformsthatOCBmighttake:Helpingbehaviourandofferingassistance.Conscientiousnesstothedetailsofwork.Beingagoodsport.Courtesyandcooperation.OrganizationalCitizenshipBehaviour(OCB)(continued)HowdoesjobsatisfactioncontributetoOCB?Fairnessseemstobethekey.Althoughdistributivefairnessisimportant,proceduralandinteractionalfairnessfromasupportivemanagerseemespeciallycritical.OCBisalsoinfluencedbyemployees’moodatwork.OrganizationalCitizenshipBehaviour(OCB)(continued)Peopleinapleasant,relaxed,optimisticmoodaremorelikelytoprovidespecialassistancetoothers.RecentresearchhasshownthatOCBcontributestoorganizationalproductivityandefficiencyandtoreducedturnover.Asaresult,somefirmsnowtrytoformallyrecognizeOCBs.CustomerSatisfactionandProfitAgrowingbodyofevidencehasestablishedthatemployeejobsatisfactionistranslatedintocustomerorclientsatisfactionandorganizationalprofitability.Organizationswithhigheraveragelevelsofemployeesatisfactionaremoreeffective.Thesameappliestounitswithinlargerorganizations.Howdoesemployeesatisfactiontranslateintocustomersatisfaction?CustomerSatisfactionandProfit(continued)Reducedabsenteeismandturnovercontributetotheseamlessdeliveryofservice.OCBsstimulategoodteamwork.Agoodmoodamongemployeescanbecontagiousforcustomers.WhatIsOrganizationalCommitment?Organizationalcommitmentisanattitudethatreflectsthestrengthofthelinkagebetweenanemployeeandanorganization.Thislinkagehasimplicationsforwhethersomeonetendstoremaininanorganization.ResearchersJohnMeyerandNatalieAllenhaveidentifiedthreeverydifferenttypesoforganizationalcommitment.AffectiveCommitmentCommitmentbasedonaperson’sidentificationandinvolvementwithanorganization.Peoplewithhighaffectivecommitmentstaywithanorganizationbecausetheywantto.ContinuanceCommitmentCommitmentbasedonthecoststhatwouldbeincurredinleavinganorganization.Peoplewithhighcontinuancecommitmentstaywithanorganizationbecausetheyhaveto.NormativeCommitmentCommitmentbasedonideologyorafeelingofobligationtoanorganization.Peoplewithhighnormativecommitmentstaywithanorganizationbecausetheythinktheyshoulddoso.WhatIsOrganizationalCommitment?(continued)Employeescanalsobecommittedtovariousconstituencieswithinandoutsidetheorganization.Eachtypeofcommitmentcouldalsoapplytoone’sworkteam,union,orprofession.KeyContributorstoOrganizationalCommitmentThecausesofthethreeformsofcommitmenttendtodiffer.Thebestpredictorofaffectivecommitmentisinteresting,satisfyingworkofthetypefoundinenrichedjobs.Roleclarityandhavingone’sexpectationsmetafterbeinghiredalsocontributetoaffectivecommitment.KeyContributorstoOrganizationalCommitment(continued)Continuancecommitmentoccurswhenpeoplefeelthatleavingtheorganizationwillresultinpersonalsacrificeortheyperceivethatgoodalternativeemploymentislacking.Buildingup“sidebets”canlockempl