Purpose Today, organizations work hard to improve the motivation of their employees and related knowledge, skills and abilities to enhance work performance. Among many other variables, self-efficacy proved to have an influential role in work performance. The main purpose of the current study is to investigate the role of occupational self-efficacy on work performance through intrinsic motivation by using a longitudinal analysis. Design/methodology/approach Participants were 76 employees from diverse organizations operating in an organized industrial region in Turkey. Participants filled in a weekly questionnaire during ten consecutive weeks. Findings Results of multilevel analyses confirmed our hypotheses by showing that occupational self-efficacy and intrinsic motivation have a significant influential role over work performance, and intrinsic motivation serve as a partial mediator in this relationship. Originality/value The study findings also reveal important information for organizational and managerial practices to improve employee motivation and performance.

In this study, sexual attitudes and behaviors of Turkish university students were explored by taking many influential agents both at the distal and the proximal levels into consideration. A total of 563 students from three universities located in three cities completed a questionnaire that assessed their virginity status, first intercourse, sexual permissiveness, pornography usage, endorsement of traditional sexual double standards, and the perception of parental attitudes about sexuality. The results showed that women and students from rural areas were more traditional and conservative in their attitudes and behaviors regarding sexuality. The perception of maternal restriction about sexuality was related to sexual conservatism, negative affective reaction at first coitus, and endorsing traditional sexual double standards. The results are discussed in terms of various degrees of influences originating from proximal and distal variables in the Turkish context.

values, managerial values, organization, Turkey, cultural values, proper values, improper values,

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