The joint effects of promotion and prevention focus on performance, exhaustion and sickness absence among managers and non-managers

Abstract

Purpose The purpose of this paper is to examine the main and interaction effects of self-rated promotion and prevention regulatory focus on self-rated work performance, emotional exhaustion and sickness absence for managers and non-managers separately. The authors expected that promotion focus relates positively to performance and negatively to sickness absence, while prevention focus relates positively to exhaustion and sickness absence, both for managers and non-managers. Furthermore, the authors expected that promotion focus relates positively to performance but also to exhaustion and sickness absence when prevention focus is high, only for managers (i.e. a manager’s dual regulatory focus can be an effective but also exhausting leadership strategy). Design/methodology/approach The authors tested the hypotheses via moderated regression analyses among two independent groups, managers (n=241) and non-managers (n=415). Findings Promotion focus was positively related to managers’ and non-managers’ performance and negatively to non-managers’ sickness absence, while prevention focus did not have any main effects. As expected, managers’ promotion focus was positively related to managers’ sickness absence when managers’ prevention focus was high (i.e. dual regulatory focus). Furthermore, managers’ promotion focus negatively related to managers’ performance when managers’ prevention was high, failing to support the hypothesis. Practical implications Promotion focus should be enhanced by organizations among leaders and employees. The authors also cautiously discuss the possibility of interventions comparing a promotion focus with dual-focus training. Originality/value The authors contribute to the literature by examining the joint (rather than main) effects of promotion and prevention focus on work behavior and the authors address these links among managers and non-managers.

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