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Regulatory focus theory (RFT) can successfully predict and describe organizational behaviour and managerial decision making. However, no empirical study has tested its central assumption in an organizational context. The purpose of this paper is to investigate the relationship between employee's regulatory focus and their work priorities.

In total, 307 employees from the public and private sectors in Germany participated and three organizational priorities were confirmed in a confirmatory factor analysis: growth, existence, and relatedness aspects. Their relationship with employee's regulatory focus was analyzed using multi‐level modeling.

It was found that employees' promotion and prevention focus were related to specific work priorities: the higher a person's promotion focus, the more the person valued growth aspects. The higher the prevention focus, the more the person valued existence‐related work aspects. Both regulatory foci increased the importance of good relationships at work.

The findings provide new insights into previous research on the impact of personality traits, especially regulatory focus, on job‐related attitudes like job satisfaction or job commitment.

The results are useful for leaders and human resource managers aiming to understand the driving forces behind employee's job motivation and decisions.

This is the first study to address the central question of different priorities associated with promotion and prevention focus in the organizational field. Results provide insight into previous findings on the impact of regulatory focus on job‐related attitudes and offer practical implications for practitioners interested in job motivation and decision making.

The purpose of this paper is to examine, in two studies, whether trust in teammates and trust in management influenced transactive memory and how strongly transactive memory, in turn, influenced perceived team performance and job satisfaction.

Data were collected via questionnaires from two samples of employees (n₁=383 and n₂=40). Regression and mediational analyses were employed to test the hypotheses.

Trust in teammates predicted transactive memory and transactive memory, in turn, predicted perceived team performance and job satisfaction. Trust in management did not predict transactive memory, but it did predict job satisfaction.

Data are cross‐sectional and cannot establish cause‐effect‐relationships. Furthermore, objective performance measures could not be obtained due to the nature of the studies. Thus, future studies need to use longitudinal or experimental designs and objective performance measures.

Intangible factors such as trust can strengthen knowledge sharing and transactive memory systems. This, in turn, can positively impact job satisfaction and team performance. Managers and team leaders should pay more attention to building a climate of trust and participation, both within teams and between team members and supervisors/management.

Results of two studies show the differential effects of trust in teammates versus trust in management. For finishing a knowledge‐intensive task in a team, trust in teammates is more important than trust in management because trust influences transactive memory, which, in turn, leads to positive performance outcomes. However, for other organizational outcomes such as job satisfaction, trust in management can be as important as well.

States that the participation of men and women in the German academic and scientific system is unequally distributed. Shows that the higher the status at the university, the lower the female proportion and that women also choose different subjects to men. Asks why more men choose science and engineering and what social cognitive characteristics do women show who opt for a “male” subject. Presents the theoretical background to the above before providing some insights using surveys carried out in Germany.