High quality contact and customer relationships are key services for all types of firms. To achieve this high quality performance standard, companies need highly motivated and committed employees, and human resources managers are responsible for designing and implementing practices capable of satisfying both economic exchanges and social exchanges in employee-organization relationships. The aim of this study is to analyze the relationships between monetary incentive expectation and affective commitment, in addition to the mediating role of motivation orientation in this relationship, in contact center employees. In particular, based on the social exchange theory (Blau, 1964), the social exchange model of Cropanzano and Mitchell (2005), and the self-determination theory (Deci, Olafsen, & Ryan, 2017), our study adopts a multilevel perspective to examine these relationships in a sample of 2367 contact center employees from 297 teams (3 or more members). The results showed that the level of performance-contingent rewards (team-level) guides the team’s autonomous motivation (team-level), which, in turn, fosters employees’ affective commitment (individual-level). The results have practical implications for human resource managers and for interventions aimed to promote contact center employees’ affective commitment, taking performance-contingent rewards into account.

高质量的联系和客户关系是所有类型公司的关键服务。为了达到这一高质量的绩效标准，公司需要积极进取，忠诚的员工，人力资源经理负责设计和实施能够满足员工与组织之间的经济交流和社会交流的实践。这项研究的目的是分析货币激励期望与情感承诺之间的关系，以及在联系中心员工中动机取向在这种关系中的中介作用。特别是，基于社会交换理论（Blau，1964），Cropanzano和Mitchell（2005）的社会交换模型以及自决理论（Deci，Olafsen和Ryan，2017），我们的研究采用多层次的观点来检查来自297个团队（3个或更多成员）的2367个呼叫中心员工的样本中的这些关系。结果表明，取决于绩效的奖励级别（团队级别）指导团队的自主动机（团队级别），从而提高了员工的情感投入（个人级别）。该结果对人力资源经理和旨在提高联络中心员工情感承诺的干预措施具有实际意义，其中要考虑绩效方面的奖励。培养员工的情感承诺（个人层面）。该结果对人力资源经理和旨在提高联络中心员工情感承诺的干预措施具有实际意义，其中要考虑绩效方面的奖励。培养员工的情感承诺（个人层面）。该结果对人力资源经理和旨在提高联络中心员工情感承诺的干预措施具有实际意义，其中要考虑绩效方面的奖励。