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The current outcome study operationalized a brief “Christian” form of rational-emotive therapy (CRET) and compared the therapeutic efficacy of this treatment with a standard version of brief rational-emotive therapy (RET) with depressed Christian clients. Results indicated that both treatments were effective in reducing depression and automatic negative thoughts, while only the CRET reduced clients' irrational beliefs. No between-group differences were obtained for clients' perceptions of the counselor. Findings are discussed in terms of applied integration issues and the long-standing antagonism of rational-emotive philosophy toward religious beliefs. 相似文献
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Do Engineers have Social Responsibilities? 总被引:1,自引:0,他引:1
DEBORAH G. JOHNSON 《Journal of applied philosophy》1992,9(1):21-34
ABSTRACT Most American engineers believe that they have a responsibility for the safety and well-being of society, but whence does this responsibility arise? What does it entail? After describing engineering practice in America as compared with the practice of other professions, this paper examines two standard types of accounts of the social responsibilities of professionals. While neither provides a satisfactory account of the social responsibilities of American engineers, several lessons are learned by uncovering their weaknesses. Identifying the framework in which professional rights and responsibilities are justified, I argue that an end or primary good is the starting place for conceptualizing a profession, and justifying its existence and shape. Too little attention has been paid to the end(s) of engineering. The social responsibilities of American engineers as defined in the present system of engineering are ambiguous and weak. I indicate how the case for assigning American engineers stronger social responsibilities must be made by starting with the end(s) of engineering. I argue that, at present, American engineers do not have social responsibilities as engineers, though they do have social responsibilities as persons. 相似文献
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Recent evidence has suggested that attitudes-organizational effectiveness relations may exist. Relations between employee attitudes, organizational unit performance, customer satisfaction, and turnover were examined at the branch level for a large automobile finance company. Using data from 142 branches in 2 consecutive years, several significant relations between attitude factors and performance were observed. In addition, causal analyses conducted at the branch level suggested that customer satisfaction led to employee attitudes, rather than the opposite. Additional analyses to explain this result suggested that economic conditions and related factors might be the causal mechanism at the aggregated level. Other potential interpretations of these findings and caveats about generalizing organizational-level findings to the individual level are discussed. 相似文献
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