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Santosh Kumar 《International review of missions》2023,112(1):90-109
This article offers empirical research using qualitative methodology to identify the presence of the caste system in the Seventh-day Adventist Church in South Asia. The findings are based on the interviews of ten participants aged 18 to 36 from at least four language groups: Tamil, Telugu, Hindi, and Malayalam. All the participants volunteered to participate in the study. Three among the ten did face-to-face interviews, and the remaining seven participants were interviewed online through the Zoom platform. The findings suggest a need to expose and eliminate the discrimination and shame caused by the caste system if the church is to remain faithful to Christ's teaching of equality among the human family. 相似文献
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Unnikammu Moideenkutty Gary Blau Ravi Kumar & Ahamedali Nalakath 《Psychologie appliquee》2001,50(4):615-634
This paper examines the role of perceived organisational support as a mediator of the relationship between perceived situational factors and affective organisational commitment. Perceived situational factors examined were: procedural justice, distributive justice, communication satisfaction with supervisor, and labor–management relationship climate. Analysis of data from a sample of 185 pharmaceutical sales representatives from India indicated that perceived organisational support fully mediates the relationship between each of these perceived situational variables and affective commitment to the organisation. 相似文献
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Hillary Anger Elfenbein Manas Mandal Nalini Ambady Susumu Harizuka Surender Kumar 《Cognition & emotion》2013,27(5):613-629
Some researchers have interpreted findings of in‐group advantage in emotion judgements as ethnic bias by perceivers. This study is the first linking in‐group advantage to subtle differences in emotional expressions, using composites created with left and right facial hemispheres. Participants from the USA, India, and Japan judged facial expressions from all three cultures. As predicted, in‐group advantage was greater for left than right hemifacial composites. Left composites were not universally more recognisable, but relatively more recognisable to in‐group members only. There was greater pancultural agreement about the recognition levels of right hemifacial composites. This suggests the left facial hemisphere uses an expressive style less universal and more culturally specific than the right, and that bias alone does not cause the in‐group advantage. 相似文献
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Journal of Indian Council of Philosophical Research - This paper seeks to move from soft naturalism to anti-naturalism with regard to the understanding of mind and the world. John McDowell has... 相似文献
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The Beck Scale for Suicide Ideation (BSI) was administered to 121 inpatients between 12 and 17 years old who were diagnosed with mixed psychiatric disorders. Twelve background and clinical characteristics, previously found to be associated with adolescent suicidal ideation, were entered into a multiple regression to estimate the BSI scores, along with the Beck Anxiety Inventory, the revised Beck Depression Inventory (BDI), the Beck Hopelessness Scale (BHS), and the Youth Self-Report. The BHS and the BDI were the only two variables that contributed unique variance to the explanation of the BSI scores. 相似文献
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Zeynep Aycan Rabindra Kanungo Manuel Mendonca Kaicheng Yu Jürgen Deller Günter Stahl & Anwar Kurshid 《Psychologie appliquee》2000,49(1):192-221
Le Mode`le de Culture Fit explique la manie`re dont l'environnement socio‐culturel influence la culture interne au travail et les pratiques de la direction des ressources humaines. Ce mode`le a e´te´ teste´ sur 2003 salarie´s d'entreprises prive´es dans 10 pays. Les participants ont rempli un questionnaire de 57 items, destine´ a` mesurer les perceptions de la direction sur 4 dimensions socio‐culturelles, 6 dimensions de culture interne au travail, et les pratiques HRM (Management des Ressources Humaines) dans 3 zones territoiriales. Une analyse ponde´re´e par re´gressions multiples, au niveau individuel, a montre´ que les directeurs qui caracte´risaient leurs environnement socio‐culturel de fac¸on fataliste, supposaient aussi que les employe´s n'e´taient pas malle´ables par nature. Ces directeurs ne pratiquaient pas l'enrichissement des postes et donnaient tout pouvoir au contrôle et a` la re´mune´ration en fonction des performances. Les directeurs qui appre´ciaient une grande loyaute´ des employe´s supposaient qu'ils remplissent entre eux des obligations re´ciproques et s'engagaient dans la voie donnant pouvoir aux pratiques HRM. Les directeurs qui percevaient le paternalisme et une forte distance de l'autorite´ dans leur environnement socio‐culturel, supposaient une re´activite´ des employe´s, et en outre ne pourvoyaient pas a` l'enrichissement des postes et a` la de´le´gation. Des mode`les spe´cifiques a` la culture qui mettent en relation ces 3 groupes de variables ainsi que les applications de ces recherches pour la psychologie industrielles trans‐culturellesont e´te´ de´battus. 相似文献
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