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PEGGY DESAUTELS 《Midwest Studies In Philosophy》1998,22(1):266-280
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PEGGY PAPP M.S.W. OLGA SILVERSTEIN M.S.W. ELIZABETH CARTER M.S.W. 《Family process》1973,12(2):197-212
This paper will describe an experimental community project aimed at "well families". The program was designed to be preventive by providing service to families before their problems escalated into crisis proportions. It emphasized an educational rather than treatment bias; this orientation forced us to expand concepts, experiment with new techniques, and re-evaluate our ideas on how families change. Of particular importance to us was the emphasis on behavioral change rather than intellectual insight. In the course of this work, family sculpting came to be an increasingly valuable tool. 相似文献
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THE EFFECT OF QUALITY CIRCLE INITIATION ON MOTIVATION TO ATTEND QUALITY CIRCLE MEETINGS AND ON TASK PERFORMANCE 总被引:1,自引:0,他引:1
THOMAS LI-PING TANG PEGGY SMITH TOLLISON HAROLD D. WHITESIDE 《Personnel Psychology》1987,40(4):799-814
The motivation to attend quality circle (QC) meetings and the task performance of 47 quality circles over a three-year period were examined as a function of quality circle initiation (self- vs. management-initiated) in a field study. Motivation to attend meetings was operationally defined as the number of members per QC (QC size) and the attendance rate at QC meetings. Task performance reflected the number of projects completed and the amount of time required to complete the project. The results of a MANOVA suggested that QC initiation had significant impacts on motivation to attend meetings in that self-initiated QCs had more QC members than had management-initiated QCs. Further, management-initiated QCs solved more work-related problems and solved their problems significantly faster than did self-initiated QCs. The effect of QC initiation on the number of projects completed failed to reach significance, however, when QC size was controlled as a covariate. Further, a high attendance rate at QC meetings was associated with a low quantity of projects completed in self-initiated QCs and a slow speed of problem solving in management-initiated QCs. Some implications related to the effectiveness of QCs are discussed. 相似文献
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