Taxonomic model of withdrawal behaviors: The adaptive response model

This article presents and develops a theoretical model (The Adaptive Respon se Model; ARM) that proposes how employees adapt to the organization follow ing changes in organizational policies that are perceived as dissatisfying. The ARM combines several streams of theoretical and empirical research in IO-Psychology. It suggests that different type of employees (i.e., institut ionalized stars, citizens, lone wolves, and apathetics) resort to different behaviors to adjust to dissatisfying events. Institutionalized stars tend to exercise voice, lone wolves tend to exit, citizens tend to accept, and a pathetics tend to resort to alternative forms of withdrawal (e.g., lateness , absenteeism, and theft). Implications for the management of each employee type as well as suggestions for future research are discussed.