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Performance or Politics: Promotions in the Israeli Public Sector
16 references·0 citing·51 second hop
Performance or Politics: Promotions in the Israeli Public Sector (2012)Performance or Politics: Promotions in th…Improving employees' work centrality improves organizational performance: work events and work centrality relationships (2010)Improving employees' work cen…Tightening the link between employee wellbeing at work and performance (2008)Tightening the link between e…Corporate social responsibility: issues for human resource development professionals (2008)Corporate social responsibili…HRM in Israel: new challenges (2007)HRM in Israel: new challengesHandbook of Organizational Politics (2007)Handbook of Organizational Po…The impacts of benefit plans on employee turnover: a firm-level analysis approach on Taiwanese manufacturing industry (2006)The impacts of benefit plans …Human-Resource Professionals' Perceptions of Organizational Politics as a Function of Experience, Organizational Size, and Perceived Independence (2006)Human-Resource Professionals'…Gender‐based equal opportunities policy and practice in small firms: the impact of HR professionals1 (2006)Gender‐based equal opportunit…Perceptions of politics and perceived performance in public and private organisations: a test of one model across two sectors (2005)Perceptions of politics and p…Human resource management practices and affective organizational commitment: A comparison of Chinese employees in a state-owned enterprise and a joint venture (2005)Human resource management pra…A Cross-Level Investigation of the Relationship Between Career Management Practices and Career-Related Attitudes (2005)A Cross-Level Investigation o…The Relationship between Actual Promotion and Turnover among Professional and Managerial-Administrative Occupational Groups (2003)The Relationship between Actu…Gender and Impression Management: Playing the Promotion Game (2002)Gender and Impression Managem…Race-Related Differences in Promotions and Support: Underlying Effects of Human and Social Capital (2000)Race-Related Differences in P…Managing With Power (1994)Managing With PowerComparing Public and Private Management: An Exploratory Essay (1975)Comparing Public and Private …In A Different Voice: Psychological Theory And Women's Development (1982)Self-promotion as a risk factor for women: The costs and benefits of counterstereotypical impression management. 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References

  • 1994Managing With Power416 cited
  • 2008Tightening the link between employee wellbeing at work and performance365 cited
  • 2000Race-Related Differences in Promotions and Support: Underlying Effects of Human and Social Capital281 cited
  • 2002Gender and Impression Management: Playing the Promotion Game224 cited
  • 2008Corporate social responsibility: issues for human resource development professionals215 cited
  • 1975Comparing Public and Private Management: An Exploratory Essay173 cited
  • 2005Perceptions of politics and perceived performance in public and private organisations: a test of one model across two sectors166 cited
  • 2005Human resource management practices and affective organizational commitment: A comparison of Chinese employees in a state-owned enterprise and a joint venture98 cited
  • 2010Improving employees' work centrality improves organizational performance: work events and work centrality relationships96 cited
  • 2007Handbook of Organizational Politics92 cited
  • 2005A Cross-Level Investigation of the Relationship Between Career Management Practices and Career-Related Attitudes68 cited
  • 2006The impacts of benefit plans on employee turnover: a firm-level analysis approach on Taiwanese manufacturing industry60 cited
  • 2007HRM in Israel: new challenges41 cited
  • 2006Gender‐based equal opportunities policy and practice in small firms: the impact of HR professionals1

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37 cited
  • 2006Human-Resource Professionals' Perceptions of Organizational Politics as a Function of Experience, Organizational Size, and Perceived Independence33 cited
  • 2003The Relationship between Actual Promotion and Turnover among Professional and Managerial-Administrative Occupational Groups29 cited
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