The Development of Regulatory Foci Characters and Moderation Effects on Satisfaction and Commitment

Regulatory Focus Theory is used to derive specific predictions regarding the differential relationships between regulatory focus and commitment. This study develops – for the first time – a conceptual framework based on Regulatory Focus Theory and its two underlying traits of promotion focus and prevention focus. This framework proposes four regulatory focus characters: “Achiever”, “Conservative”, “Rat ionalist” and “Indifferent”. As well as constructing four distinguishable personality characters, it also proposes how these characters moderate the relationship between two prominent work-related attitudes: job satisfaction and organizat ional commitment; and in particular extrinsic satisfaction, normative commitment, and continuance commitment. Regression analyses and regression lines are constructed in order to examine the research hypotheses, in the private sector and public sector. The statistical analyses support the hypothesized relationships that regulatory focus moderates differently the relat ion between satisfaction and commitment according to the type of employment, i.e., there is a dual moderat ion: one based on self-regulation and another based on the economic sector. As far as, the development and examination of the four regulatory focus characters, only “Conservatives” exhib it a stronger relationship between extrinsic satisfaction and continuance commitment(for the private sector) and between extrinsic satisfaction and normative commitment(for the public sector). The paper concludes with a discussion of the managerial implications of this approach to regulatory focus, implicat ions of these findings are d iscussed concerning the functioning of the regulatory foci characters, and suggestions for further research are proposed.


Regulatory Focus and Job Satisfaction
Examin ing the relevant literature review, the emp irical research on regulatory focus tends not to focus on job satisfaction; and the key outcomes more co mmonly considered are goal attain ment(e.g., [4,9]), job performance(e.g., [25,26]) or individuals' emotions [2]. Two studies examined the d irect relat ionsh ip bet ween regu lato ry focus and job sat is faction(e.g., [10,38]) and another study examined regu latory focus and job satisfaction with respect to transformat ional leadership, i.e., it examined the med iating role of transformat ional leadership on the regulatory focus-job satisfaction relationship [31]. The aforementioned studies concluded that when people are experiencing more positive emotions and circu mstances at wo rk than negat ive ones, then they are likely to be more satisfied with their jobs and tend to engage in organizational cit izenship behaviors. In other words, the promotion focused individuals will be mo re satisfied with M oderation Effects on Satisfaction and Commitment arguing that individuals having a strong feeling of normative commit ment(i.e., emp loyees feeling obligated to remain with an organization) or continuance commit ment(i.e., employees assessing the costs associated with leaving an organization) may have a stronger prevention focus. Van-Dijk and Kluger [33] in their conceptual paper similarly argued that continuance commit ment corresponds to prevention focus. However, the authors did not attempt to examine this relationship empirically. Moreover, Simo, Enache, Sallan Leyes, and Fernandez Alarcon [27] proposed, following a logical sequence of argu ment, that ind ividuals with a high focus on prevention will display a higher level of vigilance to ensure safety and to avoid losses. They argued that continuance commit ment, when prompted by prevention focused motivational framework, leads employees to fulfill only the minimu m work requirements, unlike that associated with an affective co mmit ment motivational framework, in which an orientation towards promotion predominates, and will prompt indiv iduals to act at their maximu m performance levels. Although, this imp licat ion is conceptually logical, still its practical and empirical justification remained unproved.
Kark and Van-Dijk [13] presented a theory of how a chronic regulatory focus of leaders might affect their leadership style and the behavior of followers. Regarding the regulatory foci of the followers, they argued prevention-focused individuals are more influenced by external or social pressures and by the attempt to fulfill obligations and avoid losses. Thus, they are more likely to be committed to the organization out of a sense of obligation or necessity(normative or continuance commit ment)" [13].
Moss, Ritossa and Ngu [23] examined the effect of fo llowers' regulatory focus and extraversion on leadership behavior, and found that followers' pro motion focus moderated the relationship between corrective-avoidant behavior of the leader and subordinates' normative co mmit ment. In other words, the researchers argued that when employees adopt a promotion focus, corrective-avoidant leadership is inversely related to normative co mmit ment, and when they do not adopt promotion focus, corrective-avoidant leadership is positively related to this form of co mmit ment. Their work did not investigate any direct relationship between regulatory focus states and organizational co mmit ment forms, but instead, developed moderating relationships among regulatory focus, organizational co mmit ment, and leadership behaviors.
Recently, Johnson, Chang, and Yang [12] proposed the following relat ionships:(a) prevention foci contribute to the development of normative o rganizat ional co mmit ment,(b) promotion foci contribute to the development of continuance organizational co mmit ment(few alternatives), and(c) prevention foci contribute to the development of continuance organizational co mmit ment(sacrificed investments). However, they acknowledged the lack of any substantial e mpirical evidence, except some preliminary evidence by Johnson and Chang [11]. They also found significant correlations between continuance commit ment, both with promotion focus(r = .18) and prevention focus(r = .31). In gen-eral, there is some evidence fro m the relevant literature that the 'ought' form of co mmit ment, i.e., normative co mmitment is fostered by prevention focus(e.g., [5,30]).
Finally, Markov its, Ullrich, Van Dick, and Dav is [17] found -by using Structural Equation Modeling -that prevention focus is related more strongly to continuance commit ment than pro motion focus and promotion focus and prevention focus have equal strong effects on normative commit ment. Moreover, Roundy [24] hypothesized and proved that employees with a promotion focus will have higher affective co mmit ment during merges and acquisitions than employees with a prevention focus.
As it could be seen, from the presentation of the relevant literature, regulatory focus has been examined as a two-way relationship with respect to attitudinal variables. This study argues that moderation effects among regulatory foci, organizational co mmit ment and job satisfaction could be exemp lified, showing a more general and integrated picture on how this personality variable and principle of motivation that determines individuals' responses, i.e., the regulatory focus, moderates the satisfaction -commit ment relat ionship. Moreover, this study, examines the role economic sector plays, arguing that the type of emp loyment(private or public sector emp loyment) could moderate the aforementioned relationship. Finally, so mething unique in this research is the conceptual development of four distinguishable personality characters out of the two regulatory foci and their examination with in this moderat ion context.

Extrinsic Satisfacti on, Continuance Commi tment, and Regul atory Focus: The Pri vate Sector
In the private sector, emp loyees are faced with mult iple or limited job opportunities and co mmit ment to the organization has more relation to the job opportunities and/or the investments made by the individual. For example, Clugston [3] cited various empirical works showing that continuance commit ment has a significant impact in the p rivate sector for the turnover intentions and the job-related behaviors. Furthermore, Wasti [35] showed that in the private sector, endorsement of generalized norms for loyalty to one's organization, the in-group approval, and the informal recruit ment would lead to h igher levels of continuance commit ment. Gill, Meyer, Lee, Sh in, and Yoon [7] argued that continuance commit ment was positively related to supervisors' ratings of deviant workplace behaviors in a sample of 120 private sector Korean workers and their supervisors, and through this result, they found a connection between non-preferred work behaviors and the more "negative" form of organizational co mmit ment. Also, the perceived purpose in life as expressed through the two regulatory focus states -promotion(strong ideals) and prevention(strong oughts) -related to the forms of commit ment, e.g., prevention focused individuals are more committed to an organization out of necessity, than promotion focused ones [13].
This argument and taking under consideration the aforementioned findings, leads us to the development of the first research hypothesis.
Hypothesis 1: In the private sector the relationship between extrinsic and continuance commit ment is moderated by promotion and prevention focus.

Extrinsic Satisfacti on, Normati ve Commi tment, and Regulatory Focus: The Public Sector
On the other hand, public sector emp loyees place higher value on the normative aspects of commit ment, i.e., the feelings of loyalty and obligation towards the organization they are wo rking for, since public sector employ ment provides life-time and full-t ime security and a, more or less, a predetermined career development. Mint zberg [22] argued that control in the public sector is normative and it is the attitudes grounded in values and beliefs that matter, rather than the affective aspects of workp lace behaviors. Markovits, Davis, Fay, and Van Dick [16] proved that extrinsic satisfaction is mo re strongly related to normative co mmit ment for the public sector employees than the private sector ones. Furthermore, Steijn and Leisink [29] showed that the Dutch civil servants have a distinct sense of obligation that comes out of the existence Public Sector Management(the 'call or sense of duty') influencing and strengthening the feeling of normative co mmit ment. A lso, in this case, emp loyees being prevention focused exemplify their co mmit ment as an obligation towards their organizat ion or public service [13]. This line of argu ment leads us to the second research hypothesis.
Hypothesis 2: In the public sector the relationship between extrinsic satisfaction and normative co mmit ment is moderated by promotion and prevention focus.

The Regulatory Focus Characters
Regulatory focus as a personality variab le and a 'motivational' principle determines individuals' responses(through promotion and prevention focus mechanisms) to mu ltip le stimuli and situations. Based on these two regulatory mechanis ms, emp loyees develop four distinguishable personality characters based on the two regulatory foci; these could be named as "Achievers", "Conservatives", "Rationalists", and "Indifferent". The "Achiever" is the employee for who m pro motion focus prevails and determines his or her decisions and behavior towards work and the organizat ion. The "Conservative" is exactly the opposite: prevention focus prevails and guides decisions and work behavior. The third character, the "Rationalist" is the emp loyee who analyzes the costs and benefits of a work situation, measures and thoroughly examines the conditions and work assignments before he or she ult imately decides to accept or reject the risk or the job opportunity. In other words, the "Rationalist" exemplifies both promot ion and prevention focus behaviors, depending on the specific circu mstances and situations. The fourth character is the employee who does not want to be involved in any work assignment and prefers to remain isolated and indifferent fro m work and the o rganizat ion, overall.
The "Indifferent" is a person who is neither pro motion focused nor prevention focused.
We propose that these characters intervene into the relationship between the two major organizational and job attitudes(organizational co mmit ment and job satisfaction) by moderating the structure of this relationship. The recognition by management of these characters helps them to construct effective policies that could increase commit ment and satisfaction of their emp loyees. Furthermore, the substantial differences exhibited between private and public sector employees, provide further and demanding need to investigate how, and in what ways, regulatory focus characters moderate the relationship between commit ment and satisfaction into these sectors of the economy. Based on the aforementioned conceptual analysis, figure 1 presents the conceptual framework of the research. However, not all characters have the same effect on commit ment and satisfaction, and the characters that dominate and have stronger intervention in this relationship are the "Rationalist"(the emp loyees who measure and calculate the costs and benefits of their act ions and the management policies exercised on them) and the "Conservative"(the employees who seek for security and safety in the working p lace -the prevention focused individuals). The reason for this proposition is that ext rinsic satisfaction deals mainly with the external rewards and satisfactions experienced by the employee and these two regulatory focus characters assess primarily the external, monetary and measurable results and benefits accrued from a job or an assignment. Thus, the research hypotheses based on these analyses are: Hypothesis 3: In the private sector the relat ionship between ext rinsic satisfaction and continuance commit ment is stronger for "Rat ionalists" and "Conservatives" than any other regulatory focus character.
Hypothesis 4: In the public sector the relationship between extrinsic satisfaction and normat ive co mmit ment is stronger for "Rat ionalists" and "Conservatives" than any other regulatory focus character.

Measures
The research hypotheses are tested via a quantitative study by using structured and previously published questionnaires. These scales are translated into Greek. Their use in other researches, especially those for job satisfaction and organizational co mmit ment(e.g., [15][16][17][18]), provided adequate guarantees of their good psychometric p roperties. The extrinsic satisfaction measure is based on the Minnesota Satisfaction Questionnaire [39]. For continuance and normative commit ment the Meyer, Allen, and Smith [20] scales have been used. The regulatory focus scale with its two constructs -pro motion focus and prevention focus is taken fro m Lockwood, Jordan, and Kunda [14]. Th is scale has overall ten items, five for each regulatory focus state. The original scale comprises eighteen items, nine per regulatory focus, but four items fro m each state are omitted as they measure promotion focus and prevention focus states with respect to academic goals and performance. Also, positive affect and negative affect was measured via PANAS [37] as a control variable in order to see whether mood in fluences the expected relationships. The items are scored on a 7-point scale, having as endpoints 1 = Co mplete d isagreement, and 7 = Co mplete agreement.

Samples
The samples are 258 emp loyees from the private sector and 263 fro m the public sector, working in the Northern part of Greece. The sample is evenly split between private and public sector organizations and between male and female respondents. The private sector participants are drawn from thirty-three organizations, ranging fro m family o wned small businesses to mediu m-sized industrial or co mmercial enterprises. The public sector respondents work in six governmental authorities (at a reg ional and local level) and tax and customs agencies in secure and primarily white-co llar employment. The overall response rate is 67%. The demographic characteristics of the samp le are: 48.5% males and 51.5% females; mean age is 31 years; mean organizat ional tenure 7 years; of the total sample, about 84% of the samp le is non-supervisory employees with approximately 16% heading functional departments of their organizations; the educational level is: 33.3% co mpleted Secondary Education; 24.1% graduated fro m a Technological Educational Institute; 30.2% are Un iversity graduates; and 12.4% have a Postgraduate diploma.

Descripti ve, Correlati on and Reliability Analyses
The private sector sample (Table 1) presents strong positive inter-correlations between extrinsic satisfaction and normative co mmit ment. Continuance commit ment moderately correlates with extrinsic satisfaction and normative commit ment. Prevention focus is weakly but positively correlated with continuance commit ment, normat ive co mmit ment, and negative affect. On the other hand, promotion focus is rather weakly correlated with extrinsic satisfaction, normative co mmit ment, and mo re strongly to positive affect. This variable is negatively correlated with negative affect. Positive affect is positively correlated with all variables, apart fro m continuance commit ment, and negative affect is negatively correlated with extrinsic satisfaction, as well as to positive affect. All variables have high reliab ility coefficients.    As far as the public sector sample is concerned (Table 2), extrinsic satisfaction and the two organizational co mmit ment forms are strongly positively correlated with each other. Positive affect is strongly correlated with all prev ious variables, as well as, to pro motion focus, and negatively correlated with negative affect. On the other hand, negative affect is negatively correlated with extrinsic satisfaction, continuance and normative co mmit ment, and pro motion focus. Promotion focus is positively correlated with all previous variables; apart fro m negative affect(negative correlation). Finally, prevention focus is positively correlated with continuance commit ment. The reliability coefficients are all high.
The results from the descriptive analyses especially that of the inter-correlat ions of the variables under examination, as well as, their reliability coefficients, lead us into the next step of the analysis, which is the hierarchical regression analyses of the variab les, i.e., ext rinsic satisfaction, normative co mmit ment, continuance commit ment, pro motion focus, prevention focus, and the control variables(positive affect, negative affect, gender, age, educational background, orga-nizat ional hierarchy, and years of service in the organization).

Pri vate Sector Sample
Positive and negative affect, gender, age, educational background, organizational hierarchy, and years of service are the control variables in the regression analysis. All variables before they are entered into the regression analysis are z-standardized. Tab le 3 presents the results from the regression analyses for continuance commit ment, extrinsic satisfaction, and the regulatory focus states for the private sector sample; thus, verify ing hypothesis 1. As it can be seen, the relationship between continuance commit ment and extrinsic satisfaction is moderated by regulatory focus in the private sector. The three-way interaction is statistically significant at the 0.05 significance level and the b coefficient is -0.13 fo r extrinsic satisfaction. The regression lines for this case are shown in Figure 2. Simp le slopes for the relat ion-M oderation Effects on Satisfaction and Commitment ships between ext rinsic satisfaction and continuance commit ment moderated by regulatory focus characters are significant for low pro motion focus/high prevention focus -"Conservatives"(b=.33, t =3.10, p <.01) and for h igh promotion focus/high prevention focus -"Rationalists" (b=.22, t =2.61, p <.01). "Conservative" emp loyees become mo re continuance committed as they move fro m lo w to high levels of extrinsic satisfaction, than "Rationalists". This result is in line with hypothesis 3 since "Conservatives" and "Rationalists" are the only two regulatory focus characters that create significant relat ions between extrinsic satisfaction and continuance commit ment.  Table 4 presents the results fro m the regression analyses for normative co mmit ment, extrinsic satisfaction, and the regulatory focus states in the public sector. The relationship between normat ive co mmit ment and extrinsic satisfaction is moderated by regulatory focus in this sector, providing support for hypothesis 2. The three-way interaction is statistically significant at the 0.01 significance level and the b coefficient is -0.23 for ext rinsic satisfaction. The regression lines for this case are shown in Figure 3. Simple slopes for extrinsic satisfaction predicting normat ive co mmit ment are significant fo r h igh pro motion focus/low prevention focus -"Achievers"(b=.31, t =2.84, p<.01) and for low pro motion focus/high prevention focus -"Conservatives"(b=.59, t=4.89, p <.01). "Conservative" employees become mo re normatively committed as they move fro m lo w to high levels of extrinsic satisfaction, than "Achievers". This result partially supports hypothesis 4, since only "Conservatives" manage to produce significant results and not "Rationalists".

Discussion
As it can be seen from the tables of the hierarchical regression analyses and the figures with the regression lines, the first two research hypotheses proved to be true and in the private sector, the extrinsic satisfaction/continuance commit ment relat ionship is moderated by pro motion focus and prevention focus. As far as the public sector is concerned, the regulatory focus states moderate the extrinsic satisfaction/normative co mmit ment relat ionship. The moderation effect addresses 'when' or 'for who m' a predictor variablecontinuance and normative co mmit ment in this case -is more strongly related to an outcome variable -extrinsic satisfaction [6]. In other words, the relationship between the two forms of co mmit ment and extrinsic satisfaction is stronger when regulatory focus has high scores. It seems that emp loyees feel more confident to assess their extrinsic components of satisfaction, which are more evident, than to relate their satisfaction with the job they do, with respect to opportunities provided by management, or recognition and support given by supervisors.
Turning to the regulatory focus characters, the results are mixed. Regarding the hypothesis supporting that in the private sector the extrinsic satisfaction/continuance commitment relat ionship is stronger for "Rat ionalists"(high promotion focus/high prevention focus) and for "Conservatives"(low pro motion focus/high prevention focus, than the other two regulatory focus characters, it was statistically supported. It has been also hypothesized that in the public sector the extrinsic satisfaction/normative co mmit ment relationship will be stronger for "Rat ionalists" and "Conservatives" than any other regulatory focus character; however, only "Conservatives" managed to produce statistically significant results and not "Rationalists". This result could be explained due to the nature of the employ ment relationship in the public sector and the bureaucratic and hierarchical system of its organization. "Rationalists" in the public sector may express different dispositions than "Rationalists" in the private sector, or the situational factors could influence the final relat ionship between the attitudes. However, it is important to point out that the effect of dispositions and situational factors on this moderating relationship is still unclear, and by and large, undisclosed. Further studies need to be conducted, both confirmatory and qualitative. Moreover, probably another scale for the measurement of regulatory focus has to be used that will be mo re wo rk-focused.

Conclusions
The results show that regulatory focus moderates differently the relation between satisfaction and commit ment according to the type of employ ment. In other words, there can be a dual moderation: one based on self-regulat ion and another based on the economic sector. This finding should be important for the HRM p ractitioners and managers in the private and public sector alike. On the other hand, the results obtained from the examination of the regulatory focus characters should be interpreted with caution. It seems that only "Conservatives" exh ibit a stronger relationship between extrinsic satisfaction and continuance commit ment(fo r the private sector) and between extrinsic satisfaction and normat ive commit ment(fo r the public sector) showing that employees who tend to behave by safeguarding their interests and their current job positions and status, are the ones that significantly positively relate satisfaction to commit ment. There are also indications that "Rationalists" exemp lify these sorts of relationship; however, these have not been proved to exist for all types of emp loyees.
The implication for OB theory is important for two main reasons: firstly, the type of regulation is direct ly related to satisfaction/commit ment, so that emp loyees' personality characteristics influence their attitudinal relationships. The knowledge of regulatory processes and the distinction of emp loyees between promotion focused and prevention focused moderates the relation between satisfaction and commit ment. Moreover, this relation is further influenced by the type of emp loyment. Secondly, it is the construction -for the first time -of particular and d istinguishable regulatory focus characters, extending the broad division between promotion and prevention focus to four characters. The construction of the four separable characters widens the differentiation of personality characteristics based on self-regulation and provides a more detailed and thorough model on the relationship between self-regulation and em-ployee attitudes. However, this model needs further investigation and cross-validation.
The inclusion of regulatory focus in the model showed that promotion focus and prevention focus moderate the extrinsic satisfaction/continuance commit ment relationship in the private sector and the extrinsic satisfaction/normative commit ment relationship in the public sector. This finding is important for management pract itioners, since it strengthens the argument that HRM policies should be more personalized and psychology-driven, because human beings are complex organisms and have different personality characteristics and behavioral patterns. Moreover, the results from the statistical analyses showed that in the private sector, individuals are primarily characterized as prevention focused("Conservatives") and individuals exemplify ing both regulatory focus states("Rationalists") tend to be more continuance committed as they move fro m lo w to high values of extrinsic satisfaction with their job. "Rationalists" in particular, are also likely to appreciate this recognition of commit ment and would be willing to "go the extra mile" for a valued employer, generating greater possibility for extrinsic rewards. The attention and concern for a work environ ment which meets their idealistic aspirations in pursuit of their personal values may also incorporate expectations of high levels of ext rinsic reward. "Rationalists" have both a greater concern for personal security and a strong sense of obligation, and this is recognized and reflected in their higher levels of continuance and normative co mmit ment. On the other hand "Conservatives", who share these concerns, do not internalize the contribution of the organizat ion. These outcomes are valuable for HR managers, since it acknowledges the fact that employees rationalize management policies and assess the costs and benefits of their decisions, having always in their mind the safeguarding of their current status and employment position. More or less, this is the lesson learnt fro m the public sector, but in this case, the safeguarding affects the increase on normative co mmit ment as employees move from low to high values of ext rinsic satisfaction.
The imp lications for HRM specialists and practitioners are significant, given the associations between regulatory focus and these two core job-related attitudes. For "Achievers", with their focus on pursuit of their own ideals, flexibility and the availability of intrinsic reward could be most effective in enhancing performance. Micro-management and target setting are likely to be met with voluntary resignations, although linking the availability o f rewards to the successful complet ion of tasks, which "Achievers" find stimulat ing and worthwhile, could be effective in generating higher levels of performance, although probably not any greater sense of loyalty for the organization. "Conservatives" are likely to be good 'company men'. They tend to be reliable and to an extent predictable, although they may not respond positively to organizat ional change due to a prevention focused stance to life and work. Highly contingent reward packages where individual responsibilities are ill-defined or difficult to measure could also be unpopular among "Conservatives". M oderation Effects on Satisfaction and Commitment On the positive side, it could be argued that they would perform well as long as they feel their rewards are fair, and may well be good organizational cit izens. "Indifferents" may at first sight appear to be the type of employee best avoided. This is not entirely accurate. It seems that an organization consisting of only the three other characters would become unstable as the personal and calculative interpretations of the emp loyees could pull the company apart. For "Indifferents", work seems to be simply not that central and therefore they tend to bring a balance to what might otherwise beco me a highly strung environment. They may be the cool head through which change is considered without the personal or organizational vested interests of the "Achievers" or the "Conservatives". While they may not be the most dynamic or challenging group of employees, they probably do what is required; however, fu rther investigation needs in order to confirm th is assertion. Finally, "Rationalists" seem to live and breathe their organization. Their attachment to the organization coupled with the striving characteristic of a promotion focus would make them good long-term investments. However, this attachment needs to be reciprocated by providing a secure and safe workp lace and an employ ment contract which demonstrates commit ment on the part of the emp loyer. While "Achievers" may drive change, "Rationalists" will make it happen, both through their own actions and through convincing "Conservatives" and motivating "Indifferents". "Rationalists" could be characterized as the 'cool mind' of the emp loyees of an organization, since they tend to rationalize their actions and motives through the evaluation of costs and benefits of management policies and in itiatives. Overall, the knowledge of the existence of these four regulatory focus characters could provide an immense help to managers in order to develop appropriate HRM and Organizat ional Develop ment(OD) policies and practices which accommodate these characters. However, it should be pointed that the aim o f the current study was not to interpret the four regulatory focus characters with respect to employees' behavior at work and management actions, but to develop these characters per se and see how they are related to the job-related attitudes. Further research needs to be conducted, primarily of qualitative nature, where emp loyees could be asked to evaluate their feelings and show their responses towards management policies and actions, based on these four regulatory focus characters.
Moreover, the results from the relat ionship between regulatory foci and the forms of organizational co mmit ment point out the important role that regulatory focus may play in affecting the different components of commit ment. This could have practical imp lications for personnel selection, development, and leadership. Depending on the nature of work, organizations may be inclined predominantly to select promotion or prevention focused employees. Ho wever, they may not anticipate the potential consequences such a selection strategy may have for the resulting commit ment profiles(see [18,36]). Likewise, these results may be useful for personnel development and leadership in that, d ifferent regulatory foci could be made salient with predictable conse-quences for organizat ional co mmit ment.

Li mitati ons
An important limitation of this study is the problem with the common-variance method that arises fro m self-report and mono-source methodological tools adopted. This method biases are attributable to the measurement method, rather than to the construct of interest [1]. Th is might account for some inflation of the relat ionships between the variables used for the research, but apparently cannot be responsible for finding links. Ho wever, there are relat ively few alternatives to this type of field studies. This deficiency is exh ibited in all field studies using self-reported quantitative-type questionnaires. It is difficu lt to envisage a way in which individual attitudes such as job satisfaction can be assessed other than through self report. This is less of a problem, however, for the hypothesized interaction effects. The problem of co mmon method variance cannot account for interactions among variables but leads to an underestimation of these statistical interactions [19]. Despite the mono-source design, there should be confidence in the interactions obtained. Moreover, the instruments developed for this research have well proven psychometric properties, suggesting that they are likely to be resistant to common method variance [28].
One alternative to overcome this limitation might be to focus on a mo re qualitative approach, although personal interviews with a s mall nu mber of respondents would limit generalizability. Longitudinal studies incorporating behavioral data fro m third party informants are strongly advocated in the literature. Ho wever such an approach was not possible here and third party info rmants would be unable to comment on individual attitudes. Third party reports of satisfaction or behavioral assessment of co mmit ment are clearly avenues to be pursued in future. Ho wever, g iven that the main contribution of this research was the development and examination of a conceptual framewo rk incorporating attitudes, self-regulat ions, and economic sectors, these further lines of research remain to be developed.
Another limitation is the Greek translation of items, initially constructed in English or of an English-speaking audience. Thus, interpretation problems could be arise, thus, some statements were further explained when written in Greek This research decided to direct translate the items assuming to be 'etic', instead of adopting the belief that quantitative researches should use culturally appropriate 'emic' measures( [16,34]). Finally, the samples are convenient ones, thus, this may limit the generalizab ility of the findings, although the relatively large sample sizes mediated this shortcoming. The sample sizes were large enough, providing acceptable statistical power to the results. However, the inclusion of a selection of relevant control variables, both demographic and attitudinal(positive and negative affectivity), seeks to limit the extent to wh ich individual experience might confound the outcomes.
Finally, future work should aim at testing the stability and generalizability of the differential relationships between the moderating ro le of regulatory focus on the satisfaction/commit ment relat ionship, or the differential relat ionships between regulatory foci and components of commitment, that were all observed during this research.

Recommendations for Future Research
The moderating ro le of regulatory focus to the satisfaction/commit ment relationship needs to be further tested on the stability and generalizab ility of its conceptual framework. Clearly some of the hypotheses generated regarding behavioral outcomes of these regulatory focus characters are directly testable and will be the subject of future research. In particular, the present empirical study needs further rep lication in other cultural contexts, either as part of a longitudinal study in the same cultural context, or as a cross-cultural and a cross-national study. A future study needs also to research/examine the four regulatory focus characters and re-confirm their typological nature, and not simp ly their dimensional one. Moreover, this framework could be extended and related more closely to Self-Determination Theory, thus generating a more general model for the motivational and attitudinal processes within organizat ions. Qualitative study of the more personalized and specific areas of regulatory focus and organizational and job attitudes may also prove illu minating. This can be further connected to qualitative material selected by managerial assessments of emp loyees' self-regulat ion and attitudes towards their job and organization.