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ANDREW A. HELWIG 《Journal of Employment Counseling》1975,12(1):34-40
The Wisconsin State Employment Security Division has an employment counselor classification scheme which responds to the cry for accountability. This article discusses (a) technical requirements and performance standards for three levels of employment counselors; (b) specific job duties and levels of skill for Manpower counselors 1, 2, and 3; (c) caseload size, counseling outcomes, counseling and assessment skills, community resources, job development activities, and additional performance requirements expected of the master level counselor; (d) the system of reclassifying a Manpower counselor 2 to the Manpower counselor 3 level; and (e) the use of an on-site review by a state counseling supervisor as the method of evaluating a counselor's Performance. Values of the counselor classification scheme are indicated. 相似文献
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Following a romantic breakup, people often seek opportunities to talk with close others. Although talking with others may prove helpful for some, the social‐cognitive processing (SCP) model posits that interpersonal interactions can hinder adjustment if disclosers perceive social constraints. The current research marked the first time the SCP model was explored with regard to the dissolution of romantic relationships (N = 217). Consistent with the SCP model, social constraints were associated with greater psychological distress, and avoidance of dissolution‐related thoughts and discussion partially mediated the relation between social constraints and psychological distress as levels of social support decreased. Social support may provide a buffer against engaging in avoidance behaviors in response to feeling socially constrained. 相似文献
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Towards cultural competence: Australian Indigenous content in undergraduate psychology 总被引:1,自引:0,他引:1
Dr. ROB RANZIJN KEITH MCCONNOCHIE ANDREW DAY WENDY NOLAN MICHELLE WHARTON 《Australian psychologist》2008,43(2):132-139
This paper discusses the development and preliminary analysis of psychology undergraduate courses on cultural competence in relation to Indigenous Australians. The paper summarises the process that led to the formation of draft curriculum guidelines for psychology academics, including the need to critically examine the assumptions and history of Western psychology in relation to Indigenous peoples, the inclusion of non‐conventional teaching and learning methods, staff and institutional support, and appropriate staff development. The paper then discusses the responses of students to one of the courses developed from these guidelines. The courses were well received by students and although they do not in themselves teach professional psychological skills in working effectively with Indigenous people, they provide a solid basis for the development of such skills. Because this is a relatively new area, it is likely that there will be much refinement of these courses in coming years. 相似文献
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ANDREW MELNYK 《Metaphilosophy》2008,39(2):203-219
Abstract: This article's goal is to outline one approach to providing a principled answer to the question of what is the proper relationship between philosophy and the study of philosophy's history, a question arising, for example, in the design of a curriculum for graduate students. This approach requires empirical investigation of philosophizing past and present, and thus takes philosophy as an object of study in something like the way that contemporary (naturalistic) philosophy of science takes science as an object of study. This approach also requires articulating a sense in which philosophy might make, or might have made, progress. 相似文献
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KAMAL BIRDI CHRIS CLEGG MALCOLM PATTERSON ANDREW ROBINSON CHRIS B. STRIDE TOBY D. WALL STEPHEN J. WOOD 《Personnel Psychology》2008,61(3):467-501
Within the strategic human resource management (SHRM) perspective, psychology‐based practices, especially empowerment, extensive training, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just‐in‐time, advanced manufacturing technology, and supply‐chain partnering as determinants of organizational performance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these 7 practices. Consistent with SHRM theory we found performance benefits from empowerment and extensive training, with the adoption of teamwork serving to enhance both. In contrast, none of the operational practices were directly related to productivity nor did they interact with other practices in ways fully consistent with the notions of integrated manufacturing or lean production. 相似文献
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