Regulatory foci and organizational commitment |
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| Institution: | 1. KEDGE Business School, 680 Cours de la Libération, 33400 Talence, France;2. NEOMA Business School, 1 rue du Maréchal Juin, BP 215 76825 Mont Saint Aignan Cedex, France;3. Southampton Management School, University of Southampton, Southampton SO17 1BJ, UK;1. Nicholls State University, P. O. Box 2015, Thibodaux, LA 70310, USA;2. Department of Educational Psychology, University of Nebraska, 248 Teachers College Hall, Lincoln, NE 68588-0345, USA;3. Psychology Department, Auburn University, Auburn, AL 36849, USA;4. Research, Innovation, and Product Development, Center for Creative Leadership, One Leadership Place, Greensboro, NC 27410, USA;5. Development Dimensions International, 20750 Civic Center Drive, Suite 350, Southfield, MI 48076, USA;1. Durham University, England, UK;2. University of Turku, Finland;3. Finnish Institute of Occupational Health, Finland |
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| Abstract: | We use regulatory focus theory to derive specific predictions regarding the differential relationships between regulatory focus and commitment. We estimated a structural equation model using a sample of 520 private and public sector employees and found in line with our hypotheses that (a) promotion focus related more strongly to affective commitment than prevention focus, (b) prevention focus related more strongly to continuance commitment than promotion focus, (c) promotion and prevention focus had equally strong effects on normative commitment. Implications of these findings for the three-component model of commitment, especially the ‘dual nature’ of normative commitment, as well as implications for human resources management and leadership are discussed. |
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