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81.
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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FAMILY-FRIENDLY PROGRAMS, ORGANIZATIONAL COMMITMENT, AND WORK WITHDRAWAL: THE MODERATING ROLE OF TRANSFORMATIONAL LEADERSHIP 总被引:2,自引:0,他引:2
Using data from China, Kenya, and Thailand, we investigated the moderating effect of transformational leadership in the relationships between family-friendly programs (childcare and work flexibility benefits), organizational commitment, and work withdrawal. Results supported the moderating effect of transformational leadership in the relationships between work flexibility benefits and both organizational commitment and work withdrawal, and between childcare benefits and work withdrawal. Theoretical contributions as well as practical implications are discussed. 相似文献
84.
FRED P. PIERCY 《Journal of counseling and development : JCD》1980,59(2):74-78
Through her words written in a daily log, a woman examines her life and goals, her relationship with her husband, and the influence in her life of an assertion-training course. 相似文献
85.
SUZANNE J. PETERSON FRED LUTHANS BRUCE J. AVOLIO FRED O. WALUMBWA ZHEN ZHANG 《Personnel Psychology》2011,64(2):427-450
The positive core construct of psychological capital (consisting of efficacy, hope, optimism, and resilience) has been conceptually and empirically demonstrated to be related to employee performance. However, much of this work has relied on cross‐sectional designs to examine these relationships. This study utilizes longitudinal data from a large financial service organization (N= 179 financial advisory‐type employees) to examine within‐individual change in psychological capital over time and if this change relates to their change in performance. Latent growth modeling analyses revealed statistically significant within‐individual change in psychological capital over time, and that this change in psychological capital was related to change in 2 types of performance outcomes (supervisor‐rated performance and financial performance, i.e., individual sales revenue). Moreover, results of an exploratory cross‐lagged panel analysis suggested a causal relationship such that prior psychological capital leads to subsequent performance rather than vice versa. Taken together, these results highlight the impact employees’ psychological capital may have on their subjectively and objectively measured performance over time and offer evidence‐based practical guidelines for human resource selection, development, and performance management. 相似文献
86.
PHILIP L. ROTH FRED S. SWITZER III CHAD H. VAN IDDEKINGE IN‐SUE OH 《Personnel Psychology》2011,64(4):899-935
Simulations and analyses based on meta‐analytic matrices are fairly common in human resource management and organizational behavior research, particularly in staffing research. Unfortunately, the meta‐analytic values estimates for validity and group differences (i.e., ρ and δ, respectively) used in such matrices often vary in the extent to which they are affected by artifacts and how accurately the values capture the underlying constructs and the appropriate population. We investigate how such concerns might influence conclusions concerning key issues such as prediction of job performance and adverse impact of selection procedures, as well as noting wider applications of these issues. We also start the process of building a better matrix upon which to base many such simulations and analyses in staffing research. Finally, we offer guidelines to help researchers/practitioners better model human resources processes, and we suggest ways that researchers in a variety of areas can better assemble meta‐analytic matrices. 相似文献
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