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The purpose of this paper is to examine the relationship between regulatory foci and expatriate adjustment and further compares the differences in the aforementioned relationship between promotion focus and prevention focus.

This study adopts a convenient sampling method to survey expatriates who work for multinational enterprises and have been expatriated for at least six months.

Based on an analysis of 158 Taiwanese expatriates in Mainland China, Thailand, India, Saudi Arabia, and so forth, this study found that promotion focus was positively related to the expatriates’ office interaction adjustment and work adjustment; and prevention focus was positively related to the expatriates’ general adjustment, office interaction adjustment, and work adjustment. Moreover, expatriates’ prevention focus accounted for more variance in the expatriates’ general adjustment, office interaction adjustment, and work adjustment than did that of expatriates’ promotion focus.

Personality traits are regarded as among the most important antecedents of expatriate cross-cultural adjustment. This study suggests that expatriates’ regulatory foci could perhaps explain their adjustment issues in the host country. However, it seems no study has explored the role played by expatriates’ regulatory foci in expatriate adjustment.

This study seeks to fill a gap by investigating the moderating effects of LOC on each model path across internals and externals.

The sample comprised 242 professional staff across a wide range of departments of a large organization in metropolitan Taipei, Taiwan. Following data collection, structural equation modeling is applied to conduct data analysis for confirmatory factor analysis.

Test results indicate that global job satisfaction influences turnover intentions and organizational commitment is more for internals than externals. Organizational commitment influences turnover intentions similarly for both internals and externals. Furthermore, the influence of perceived job stress on job satisfaction and organizational commitment is stronger for externals than internals. Finally, leadership support influences job satisfaction more for internals than externals.

Support for the proposed model provides encouragement for health care leaders interested in creating stable and low turnover environments that benefit both employees and organizations. Creating enhanced work environments that strengthen leadership support for employees acting on their own expert judgment and relieving job stress are essential for fostering job satisfaction and organizational commitment. Moreover, boosting job satisfaction and organizational commitment will ultimately lead to reduced turnover intentions.

This study suggests that employees differ in terms of their locus of control, and that the differences are manifested in perceptions of job stress and leadership support.