The compensatory model of motivation and volition is based on the assumption that discrepancies between implicit and explicit motives lead to psychological conflict, and that resolution of this conflict requires volitional regulation and consumes volitional strength. This suggests that implicit/explicit motive discrepancies (IED) are responsible for decreases in volitional strength. A longitudinal field study with 82 managers was conducted to test this proposition. Results show that IED longitudinally predicted decreases in volitional strength. Furthermore, structural equation modeling revealed that volitional strength mediated the relation between IED and impaired subjective well-being. The theoretical and practical implications of these results are discussed, particularly with respect to volitional depletion.

The compensatory model of work motivation and volition synthesizes some previously unrelated lines of research. The structural components of the model are implicit motives, explicit motives, and perceived abilities; the functional processes are volitional regulation (compensating for inadequate motivation) and problem solving (compensating for inadequate perceived abilities). Propositions that integrate, challenge, and extend existing conceptions are derived. Moreover, the framework of the compensatory model suggests an agenda for future research.

The compensatory model of work motivation and volition synthesizes some previously unrelated lines of research. The structural components of the model are implicit motives, explicit motives, and perceived abilities; the functional processes are volitional regulation (compensating for inadequate motivation) and problem solving (compensating for inadequate perceived abilities). Propositions that integrate, challenge, and extend existing conceptions are derived. Moreover, the framework of the compensatory model suggests an agenda for future research.

Purpose-This research seeks to explore the factors predicting customer loyalty in retail banking. Loyalty was measured in terms of a customer's willingness to recommend a bank and their intention to remain with their main bank short-term (in the next six months) and long-term (from six months to five years). Design/methodology/approach-The study was based on a mail survey of 1,951 individuals. Potential predictors were drawn from the literature and included in three separate regression models to model different types of loyalty. Findings-The results indicate that willingness to recommend is best predicted by affective attitude, overall satisfaction and empathy. Short-term behavioural intentions, however, were best predicted by overall satisfaction and responsiveness, while long-term intentions were predicted by overall satisfaction, affective attitude and empathy. The three models explained a substantial amount of the variation in the dependent variables: 71 per cent for willingness to recommend, 43 per cent for short-term intentions and 46 per cent for long-term intentions. Research limitations/implications-The study adds to the discussion of the relationship between perceived satisfaction, service quality and a customer's intentions to recommend a bank and/or remain a customer. The results also contribute to the development of more parsimonious models, suggesting that affective attitude, overall satisfaction, empathy and responsiveness together explain a large percentage of the variation in customers' intentions. Practical implications-Based on this study's findings, banks can profile customers with potential for defection based on only four variables. Originality/value-The results demonstrate the importance of satisfaction measures and some SERVQUAL dimensions in predicting loyalty in retail banking. It also found evidence that not all five SERVQUAL measures are needed to profile customers and predict loyalty.

Researchers widely understand that conflicts among goals inhibit the attainment of these goals. However, this notion comes close to tautological reasoning. To avert this problem, this study examined whether preexisting goal conflict also inhibits success in newly set goals. Using the context of management training, in which managers collectively set new goals, the study variables were assessed at 3 testing periods covering 5 months. Results indicate that goal conflicts that persevere over time were associated with inhibited attainment of new goals but not with decreased subjective well-being (SWB). Goal attainment, however, was positively related to SWB. Interactions of residual changes in goal conflict and goal attainment were associated with positive affect.