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The purpose of this paper is to develop a framework for predicting three facets of employee performance (quality, innovation and efficiency) based on the evaluation of individual (self and occupational), group (collective) and organizational (means) efficacies.

A sample of 109 managers employed mainly in high-tech industries evaluated their employees’ quality, innovation and efficiency performance. The employees’ efficacies were also evaluated on three organizational levels.

Evaluation of employees’ self-efficacy accounted for most of the explained variance for all performance facets. Evaluation of group efficacy added incremental explained variance to the general performance as well as to the innovation performance and efficiency performance. Evaluation of means efficacy (provided to employees) added incremental explained variance to the general performance as well as to the innovation performance and the efficiency of performance. Male managers differed from female managers in their predictions of employees’ performance.

This is the first study to examine the concurrent effects of four types of efficacies, based on three organizational levels, in predicting performance. It also examines three facets of performance instead of only a general performance measure. It presents a model of the relative importance of these efficacies in predicting facets of performance.

The transition from a Socialist approach to a free market approach and the rise of a new high‐tech sector are two remarkable shifts that have occurred in the last two decades in Israel. In the face of these changes, human resource (HR) practitioners are currently expected to assume new roles, adopt different work values, and apply appropriate strategies. HR managers in the low‐tech industry still adhere to traditional values and strategies, including a reliance on trade unions and an emphasis on job security and the employees’ years of work experience and seniority as key criteria for promotion. In the emerging high‐tech sector, HR managers have adopted new values and developed new strategies, including human resource management programs, employee empowerment, higher salaries and better benefits, while placing an emphasis on employees’ talents and qualifications.

Identifies workers′ burnout as an important factor influencing productivity, commitment, and intentions to leave a job, which disrupt organizational operation and costs. Examines the relationship between the burnout of female school teachers and its effect on their intentions to leave their jobs. Based on a comparative analysis of three measures of burnout, shows two major findings. First, the best burnout predictor of intention to leave a job was obtained when 21 items measuring burnout level were factorily analysed and consolidated into three factors, which were then employed as independent variables in a regression analysis. This was superior to the utilization of the mean score of the 21 items or to a single direct measure. Explained variances were 66.5 per cent, 55.7 per cent, and 44.5 per cent, respectively. Second, a more detailed identification of types of burnout obtained by the first method showed that physical and mental burnout components are significant in explaining workers′ intention to leave, while emotional burnout was not. Discusses the crucial importance of accurate identification of burnout components and their dimensions with regard to management strategies to prevent and/or provide treatment for workers suffering from burnout.

This paper seeks to present an innovative scale that sheds light on the ways in which intentions to share explicit and tacit knowledge impact actual knowledge‐sharing behavior.

Survey data were collected from a total of 278 hi‐tech workers. Structural equation modeling (SEM) was used to assess the research model.

SEM shows that the intention to share explicit knowledge influences explicit knowledge‐sharing behavior to an equal extent both directly and indirectly. By contrast tacit knowledge‐sharing behavior is influenced directly to a greater extent by the intention to share tacit knowledge and less indirectly by the intention to share explicit knowledge.

The study provides a potential tool that may be applied by managers for the purpose of measuring explicit and tacit knowledge‐sharing intention and behavior. Its limitations are due to the limited socio‐economic and geographic variability of the companies and people that were studied, which may need further studies to substantiate.

Whereas there is a consensus as to the need for and the benefits of sharing knowledge, there are no tools for measuring the roots of sharing behavior. The scale presented here captures the underlying intention, measures it, and assesses the resulting behavior.

Team‐based, performance‐contingent pay plans are designed to increase workers’ motivation and productivity. Evaluates differential performance among 65 workers employed in 20 teamwork groups in a public‐sector organization. Study results are in two directions: first, introduction of an incentive scheme increased productivity by 14 per cent. Second, differential teamwork performance is affected by tenure and education. Finds tenure, which represents “firm‐specific human capital” and years of schooling representing “general human capital”, are positive and significant in both a bivariate Pearson correlation and in multivariate regression analysis. An interaction effect of tenure and education was not found to be significant, probably due to colinearity problems. Discusses results from both labour economics and social psychology perspectives.

The paper's aim is to examine how the relationships between career commitment, organizational commitment and intentions to leave, an indicator of worker well‐being, were moderated by ease of movement and sector affiliation.

The sample consisted of 340 knowledge workers (107 low‐tech, 233 high‐tech), that anonymously filled in a structured questionnaire, that included measures of organizational commitment, career commitment, perceived ease of movement, sector affiliation and intention to leave.

Analysis of the questionnaires showed that organizational commitment, unlike career commitment, is related to intentions to leave regardless of other personal or structural considerations. By contrast, ease of movement and sector affiliation moderated the relationship between career commitment and intentions to leave.

Understanding the differences between career commitment and organizational commitment, employers, especially in the high‐tech sector, should advance employees’ organizational commitment.

The intention to leave one's present place of work is a widespread phenomenon, particularly among knowledge workers. Although organizational commitment as an antecedent variable appears in many turnover intention models, career commitment has been investigated much less frequently. The current study attempts to fill this gap.

The purpose of this paper is to investigate wage differentials and wage discrimination among 9,035 male and female Israeli managers. In our sample, female managers earn on average 64 per cent of their male counterparts. Using a statistical method originally developed by Ronald Oaxaca, we found that out of 36 per cent wage difference, 7.2 per cent were “legitimate”, stemming from differences in human capital characteristics, while 28.8 per cent were “illegitimate”, due to wage discrimination, in the form of different rates of return to the various characteristics. As wage differentials stem mainly from discrimination, affirmative action and comparable worth can serve as a partial remedy.

Purchasing on the internet has unique features that make it different from the traditional shopping process, particularly with regard to its social context. This study seeks to investigate the relationship between past online purchases and purchasing intentions, representing the social context by the notions of social presence and trust.

A sample of 115 working MBA students purchased an item online (but were stopped at the stage of paying), and then completed a questionnaire on social presence and trust.

The results show that past purchasing predicts intentions to purchase and that trust and social presence act as partial mediators.

Social context is important for understanding how past behavior affects future purchasing. Designs should therefore enhance social presence and trust. Moreover, it may be beneficial to monitor these mediators to detect potential problems.

The study demonstrates the important role of social context in online shopping. In particular, the mediation of trust and social presence between past and future purchasing is determined.

This study attempts to expand the literature on organizational career advancement (career mobility and promotion prospects) by examining work factors (withdrawal behaviors, contextual performance and job performance) that managers consider when making decisions regarding their employees' career mobility and promotion prospects.

The research population consists of employees working in both service and non‐service organizations in Israel. Data were collected from three sources: employees, managers and organizational records. Regression analyses were used to assess the research hypotheses.

The results show that career mobility is significantly associated with withdrawal behaviors (lateness and absenteeism), overtime dedication and job performance. Interestingly, however, the results did not show a significant relationship between organizational career advancement and the two dimensions of contextual performance (altruism and compliance). We also found that job performance is the only major predictor of promotion prospects.

This research is an effort to systematically examine the effects of various work behaviors and job performance as well as demographic data on two aspects of career advancement: career mobility and career prospects. The findings shed light on the criteria used in making decisions on career mobility and career prospects, the consistency and inconsistency of these criteria, and their relative importance with respect to each aspect of career advancement. However, future research should apply a longitudinal design to fully understand the dynamics of the career advancement process.

Individual employees and their managers may benefit from a close, systematic examination of the criteria that are important for the career advancement process. Employees may benefit from a better understanding of what managers consider when they make decisions regarding promotions within the organization; thereby, better directing their efforts to meet these expectations. Managers may learn that some inconsistencies exist between their employees' genuine prospects and their own actual decision to promote them. This may lead to exploring practices that might overcome these inconsistencies, as well as a developing ways to use this mechanism in order to advance specific values, attitudes, behaviors and outcomes that are of importance to the viability of the organization.

This study is part of a growing research interest on organizational career advancement, with a specific focus on promotion decisions and their underlying reasons. It contributes to a better understanding of what managers tend to consider when making promotion decisions and evaluating their employees' career prospects.

Theory suggests that highly emotionally intelligent individuals are likely to experience psychological wellbeing at a higher level than individuals who are low in emotional intelligence. This study aims to examine the relationship between emotional intelligence and four aspects of psychological wellbeing (self‐acceptance, life satisfaction, somatic complaints and self‐esteem).

Data were collected from employees through two different structured surveys administered at two points in time.

The results of four hierarchical regression models provide, in general, support for the positive association between emotional intelligence and psychological wellbeing components – self‐esteem, life satisfaction, and self‐acceptance. Only marginal significant support was found for the negative relationship between emotional intelligence and somatic complaints.

The present study contributes to a growing body of literature seeking to determine the role of emotional intelligence in explaining individuals' wellbeing at work. In addition, the study indicates that employees who experience a psychological state of wellbeing may function better than employees who experience emotional deficit.