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Buổi 7, organization commitment - Coggle Diagram

- - - - Develop the alternatives
      - Evaluate the alternatives
      - Allocate weight to the citeria
      - Identify the decision criteria
      - Define the problem
      - Select the best alternative
- - - - touch, hear, look, smell, taste
      - attention
    - - organize, synthesize, interpretation
      - behavior
- - - - A perceived discrepancy between the current state of affairs and a desired state
    - - Choices made from among alternatives developed from data perceived as relevant
- - - - when individuals observe behavior, they attempt to determine whether it is internally or externally caused
    - - Consensus: response is the same as others to same situations
      - Consistency: responds in the same way over time
      - Distinctiveness
        
        shows different behaviors in different situations
- - - - The second stage, namely identification occurs when employees accept the influence of others in order to maintain a satisfying self-defining relationship with the organisation (O’Reilly, 1989)
    - - The last stage, namely internalisation takes place when the employee finds the values of the organisation to be intrinsically rewarding and congruent with his or her personal values (O’Reilly, 1989)
    - - The first stage, namely compliance centralises around the employee accepting the influence of others mainly to benefit from them, through remuneration or promotion (O’Reilly, 1989).
  - - - This level can be considered as reasonable commitment or average level, implying partial commitment.
    - - A lack of acceptance of the organization's goals and values and a unwillingness to make efforts to remain with the organization.
    - - A strong acceptance of the organization's values and a willingness to make efforts to remain with the organization.
- - - - Chronic and persistent procrastination
      - negative cultural, familial and personality factors
      - fear of failure
      - Chronic and persistent under- achievement
      - fear of success
    - - obsessive-compulsive patterns at work
      - neurotic compulsion to succeed
      - extreme high level of energy
      - job and occupational burnout
      - overly loyal employees