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Describes a study in which actual mobility paths of 94 managers in a special governmental agency in Israel were analysed, in order to identify important career enhancers. This primarily exploratory study was designed after managers expressed concerns about the implicit role of such factors which may not reflect formal career policy. Managers at the agency, which is involved in marketing and procurement of defence‐related goods, oversee field activities and support or administrative functions. Data from computerized personnel files were analysed through the use of transition matrices and statistical analyses. Two factors enhancing managerial careers in the agency emerged: an entry field job (an assessment position), and previous military career (an assessment career). These informal career contingencies may reflect a latent opportunity structure not formally recognized by the organization, but perhaps understood and internalized by members. By implication, managers who recognize such contingencies and manage their careers accordingly may become better adjusted to new career environments. Furthermore, second careerists, whose principal mode of adjustment to novel settings (e.g. retired military officers, mobile college professors) is “replication” of past experiences, may enhance their new careers in familiar rather than unknown terrain. Thus for retired officers service in the public sector may be an effective career choice. Organizations that are concerned with career effectiveness could use such concepts to improve career planning and both entry and outplacement human resources services.

This study explores some important aspects of organisational career management (OCM) in Israel. Overall, our data, obtained from 136 large firms, represented by their human resource managers (HRMs), reflect a fairly paternalistic approach to career management; careers are mostly managed by the organisation. Specifically, we also found that: 1. For making promotion decisions HRMs tend to rely on particularistic criteria and evaluations programs; 2. For managing promotion HRMs rely on internal HR development programs; and 3. Because upward mobility opportunities are limited, many opt for external labour markets to acquire managerial talent. Implications of these findings and directions for future research are discussed.

This paper aims to examine whether information technology (IT) managers’ virtual listening, as rated by their high-tech employees, affected turnover behaviour beyond a new constellation of variables, some of which have never been researched as antecedents of turnover behaviour, particularly during a pandemic or crisis. Namely, the main aim, among others, is to answer the research question: does IT employees’ perception of the quality of their supervisors’ virtual listening in the pandemic and crisis era, when employees and managers work remotely, will negatively affect turnover behaviour? If yes, in which constellation of antecedents the virtual listening effecting on turnover behaviour?

Logistic regression analysis was conducted to test the hypotheses via SPSS 26 and PROCESS (Model 6). The variance inflation factor was calculated to test multicollinearity. Interaction was tested using the Hayes and Preacher PROCESS macro model. The researchers also used the J-N technique test (Johnson–Neyman via process). The supplemental analysis used also PROCESS MACRO (IBM Corp., Armonk, NY, USA, 2023) Model 4 and Bootstrap test.

The findings show that perceptions of supervisors’ virtual listening quality as rated by their employees moderated the relationship between organisational deviance as a type of organisational misbehaviour (OMB) and turnover behaviour and had the strongest effect on turnover behaviour beyond other key predictors (organisational deviance as a type of misbehaviour, turnover intention, job satisfaction, embeddedness and alternatives in the labour market). Alternatives to current work moderated the association between the perception of managers’ virtual listening behaviour as rated by their employees and turnover behaviour. Specifically, when alternatives in the labour market were high or medium, the perceived quality of managers’ virtual listening reduced turnover behaviour. Finally, the perception of the IT employees supervisors’ virtual listening moderated the relationship between organisational deviance and turnover intention among high-tech employees.

Evaluating supervisor listening in the high-tech firm may have value in terms of its relationship to outcomes such as retaining employees, turnover intention and especially turnover behaviour. The effect on turnover behaviour and of that new constellation of antecedents on turnover behaviour when people work remotely was not researched yet and important for the post COVID-19 era. Additionally, in contrast to most studies of turnover, this study also focus on the positive aspects of turnover and especially turnover behaviour to organisations in general and especially to high-tech firm and not just the negative aspect as was researched until now. Another contribution is the finding that when employees perceived their managers’ virtual listening quality as high, the effect of deviance as a type of OMB on turnover behaviour was positive. Namely, the listening as a moderator and turnover assisted in making the organisation cleaner from inappropriate behaviour. Additionally, when alternatives in the labour market are high or medium, perceived quality of virtual listening of managers as rated by their employees can reduce turnover behaviour. This virtual listening–turnover relationship and the moderator of alternatives to current work had not previously been found in the turnover literature and this is also significant a contribution to the turnover and withdrawal literature.

Turnover in high-tech companies has long been a concern for managers and executives. Recent meta-analyses from the general turnover literature consistently show that job satisfaction is a major attitudinal antecedent to turnover intention and turnover behavior. Additionally, the available research on information technology (IT) employees focuses primarily on turnover intentions and not on a risky decision-making perspective and actual turnover (turnover behavior). The paper aim is to focus on that.

This study uses hierarchical ordinary least squares, process (Preacher and Hayes, 2004) and logistic regression.

The main predictor of actual turnover is risky decision-making, whereas job satisfaction is the main predictor of turnover intention.

The joint effects of risk and job satisfaction on turnover intention and behavior have not been studied in the IT domain. Hence, this study extends our understanding of turnover in general and particularly among IT employees by studying the combined effect of risk and job satisfaction on turnover intentions and turnover behavior. The study’s theoretical and practical implications are likewise discussed.