Commitment and Motivation at Work: the Relevance of Employee Identity and Regulatory Focus

By Russell E. Johnson, Chu-Hsiang (Daisy) Chang, Liu-Qin Yang. 2010

391 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5765ee27266bd9adb6a896a39883793544b22896

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. John P. Meyer
2. Alexandre J. S. Morin
3. Christian Vandenberghe
4. Cindy Wu
5. Anders Dysvik
6. James A. Roberts
7. John E. Mathieu
8. M. Neubert

In Organizational Behavior and Human Resource Management

1. Alexandre J. S. Morin
2. Christian Vandenberghe
3. Anders Dysvik
4. John P. Meyer
5. S. I. W. Humborstad
6. Christina G. L. Nerstad
7. Michael R. Kukenberger
8. T. Ruddy

In Social Psychology

1. Alexandre J. S. Morin
2. Christian Vandenberghe
3. John P. Meyer
4. Michael R. Kukenberger
5. Anders Dysvik
6. Christina G. L. Nerstad
7. T. Ruddy
8. S. I. W. Humborstad

Citations in the corpus

• Dual commitment to organization and supervisor: A person-centered approach (2015, background): “Two theories were of particular relevance to our hypotheses regarding profile structure, one pertaining to motivational mechanisms (Johnson et al., 2010) and the other to dependencies among targets (Lawler, 1992; Meyer & Allen, 1997).”
• Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “…by the uniqueness of the association between supervisors and their employees, frequent interactions and communication and the close physical proximity (Johnson et al., 2010) that we understand increases the possibility of supervisors’ influence on employees’ MW and knowledge-hiding behaviors.”
• Enrolling Stakeholders under Conditions of Risk and Uncertainty (2016, neutral): “…(Basu and Green, 1997; Becker, 1992; Cheng, Jiang, and Riley, 2003; Ferris et al., 2003; Guthrie and Hollensbe, 2004; Hollenbeck and Klein, 1987; Johnson, Chang, and Yang, 2010; Lok, Westwood, and Crawford, 2005; Silverthorne, 2004) and consequences (Hollenbeck and Klein, 1987; Klein et al.,…”
• Workplace spirituality and organizational commitment: an integrative model (2011, background): “…it has also been proposed that AC refers to a self-identity inherently tied to a “collective” level: the self-definition that is associated with AC is based on group membership and people with high levels of AC are motivated by the goals of the group they belong to (Johnson et al. 2010).”
• Empowering leadership, employee goal orientations and work performance (2014, background): “In regards to employee extra-role performance, the ambiguity caused by the lack of clarity of decision-making roles gives rise to experiences of anxiety and tension, resulting in avoidance-oriented motivations (Johnson et al., 2010).”
• A Cross-Level Test of Empowerment and Process Influences on Members’ Informal Learning and Team Commitment (2015, background): “Affective forms of commitment have a particularly strong relationship with team task performance and citizenship behavior because people are argued to put forth greater effort when they are motivated by high levels of identification and internalization (Johnson & Yang, 2010).”
• The Influence of Ethical Leadership and Regulatory Focus on Employee Outcomes (2013, background): “The “ought” or moral manager orientation of an ethical leader who emphasizes adherence to ethical standards and holds employees accountable is likely to result in a prevention focus attending to security needs, obligations, and avoiding losses that translates into the feeling of obligation that is t”