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HOW HIGH PERFORMANCE HUMAN RESOURCE PRACTICES AND WORKFORCE UNIONIZATION AFFECT MANAGERIAL PAY 总被引:1,自引:0,他引:1
Using data from a nationally representative sample of telecommunications establishments, this study finds that HR practices and workforce unionization influence managerial pay levels and the ratio of manager-to-worker pay. High performance HR practices, including investment in the skills of the workforce, in computer-based technologies and in performance-based worker pay practices, are all positively related to managerial pay; but the use of workforce teams, which shift some managerial responsibilities to workers, has the opposite association. High performance HR practices also are associated with lower manager-to-worker pay differentials. In addition, workforce unionization is positively associated with managerial pay levels, with worker base pay mediating the relationship between managers' pay and unionization. 相似文献
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Literature on the impact of the quality circle process upon both individual and organizational outcomes was reviewed and, on average, demonstrated the intervention's effectiveness. In addition, two moderating factors were identified and their influence reported. Finally, the potential for a positive-findings bias was investigated, with no significant positive-findings bias found. It is suggested that this bias may be an artifact resulting from the inclusion of "popular-press" articles with research-oriented studies. The implications of this finding and the existence of other threats to quality circle efficacy are discussed. 相似文献
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Hulin, Henry, and Noon (1990) reviewed evidence from a number of studies which supported, in their view, the position that predictive validities decreased over time. If correct, their results would have significant implications for personnel selection practice and research. However, further analysis of their evidence suggested that their results may have only limited generalizability. More specifically, few of the studies they used to support their claim of decreasing predictive validities were field studies of prediction-criterion pairs. Furthermore^ reported data on lagged intercorrelations were of limited relevance to the question of decreasing validities. Finally, a large body of data relevant to the issue of time-lagged validities in a personnel selection context were omitted because the data did not meet Hulin et al.'s restrictive criteria. 相似文献
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A minority of opiate addicts, especially young males, maintain close ties with their parents. These families, referred to here as “addict-families,” are characterized by: (a) much greater success by the parents in meeting reality demands than by the addicts; (b) apparent congeniality and closeness but an absence of effective communication; (c) unsuccessful attempts by the parents to control the addict's behavior; (d) a tendency for the father to dominate the mother; (e) extreme overindulgence of the addict by one or both parents; (f) absence of parental support for movement toward adult responsibility in the addict; (g) family consensus in perceiving the addict as failing by conventional values. The characteristics seem to perpetuate the addiction, and the addiction appears to maintain the stability of the family. 相似文献
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BEHAVIORAL MANAGEMENT AND TASK PERFORMANCE IN ORGANIZATIONS: CONCEPTUAL BACKGROUND, META-ANALYSIS, AND TEST OF ALTERNATIVE MODELS 总被引:1,自引:0,他引:1
In this study, we provide the conceptual background, meta-analyze available behavioral management studies ( N = 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of ( d. ) = .47 (16% improvement in performance; 63% probability of success), and a significant within-group heterogeneity of effect sizes. To account for this variation, we conducted a theory-driven moderator analysis, which indicated that money, feedback, and social recognition each had a significant impact on task performance. However, when these 3 reinforcers were used in combination, they produced the strongest (synergistic) effect on task performance. Based on our findings, we offer directions for future research, and suggestions for effective application of behavioral management at work. 相似文献
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ALPHABETICALLY NADIA BRUSCHWEILER‐STERN ALEXANDRA M. HARRISON KARLEN LYONS‐RUTH ALEXANDER C. MORGAN JEREMY P. NAHUM LOUIS W. SANDER DANIEL N. STERN EDWARD Z. TRONICK 《The International journal of psycho-analysis》2002,83(5):1051-1062
This paper proposes a method of examining the micro-events of the analytic process that borrows heavily from developmental research. The increasing importance of illuminating the microprocess of interaction to understanding the process of change in analytic treatment is emphasised. A set of constructs and terminology is proposed for the study of the moment-to-moment interactive process in psychoanalytic therapy referred to as the local level. A theory of therapeutic action based on 'local-level' process is then explicated. Its central element involves a step-by-step process of 'fitting together', which leads to changes in implicit knowing through alteration of emotional procedures. 相似文献