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191.
Organizational identification and “currencies of exchange”: integrating social identity and social exchange perspectives 下载免费PDF全文
Susana M. Tavares Daan van Knippenberg Rolf van Dick 《Journal of applied social psychology》2016,46(1):34-45
We integrate social exchange and social identity perspectives to propose and test the prediction that depending on their level of organizational identification, people may reciprocate the received organizational support using different “currencies of exchange”—reducing turnover intentions or, instead, engaging in extra‐role behavior. Specifically, the relationship of perceived organizational support (POS) with turnover intentions is proposed to be stronger with lower identification, whereas POS is proposed to be more closely related to extra‐role behavior with higher organizational identification. These predictions were supported in a cross‐sectional survey of N = 1,000 employees of a financial services firm. These results speak to the added value of integrating the social exchange perspective with its roots in applied psychology and the social identity perspective with its roots in social psychology in understanding the employee‐organization relationship. 相似文献
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Florence Stinglhamber Nathan Nguyen Marc Ohana Constantin Lagios Stéphanie Demoulin Pierre Maurage 《Journal of Occupational & Organizational Psychology》2023,96(1):203-229
‘We are humans not robots!’ This protest slogan denounces a working reality in which employees perceive that they are reduced to a mere tool or instrument at the service of the organization. Such an experience refers to organizational dehumanization. Researchers have recently indicated that organizational dehumanization may shape employee work behaviours. However, why, and for whom, organizational dehumanization leads to maladaptive work behaviours remains unclear in this literature. Drawing upon social exchange theory, we first propose that employees who experience organizational dehumanization engage in a reciprocity process by first developing thoughts of revenge that, in turn, materialize into more organizational deviance. We further argue that compliance buffers the indirect effect of organizational dehumanization on deviant behaviours via thoughts of revenge. Overall, the combined results of two experimental studies, a cross-sectional study and two three-wave studies provide strong evidence for our hypothesized relationships. Our research suggests that when experiencing organizational dehumanization, compliant employees are less likely to engage in a homeomorphic reciprocity in the exchange relationship with their organization. 相似文献
193.
Heiko Breitsohl Sascha A. Ruhle 《European Journal of Work and Organizational Psychology》2016,25(6):833-848
Interns are ubiquitous in organizations, yet relatively rarely studied, particularly after their temporary organizational membership has ended. Adopting an organizational commitment perspective, we conducted two studies to investigate two important outcomes of former interns’ membership: intention to return to their former employer, and word-of-mouth, that is, promoting the organization as an employer. In Study 1 (N = 436; lagged design), we found that residual affective commitment, that is, the remaining commitment after leaving an organization, related to former interns’ subsequent intention to return and word-of-mouth. In Study 2 (N = 236; cross-sectional design), we replicated our findings, and further found that intention to return was related to (lack of) alternative employment, hiring expectation, and attractiveness of the organization’s location. Location attractiveness also interacted with residual affective commitment on both intention to return and word-of-mouth, albeit in different directions. Overall, our findings suggest that the internship experience relates to future behaviours important for recruiting new (and old) employees. We discuss theoretical and practical implications of our studies. 相似文献
194.
交叉影响还是直接影响?工作-家庭冲突的影响机制 总被引:1,自引:0,他引:1
考察了带有方向性的两个工作-家庭冲突变量(工作对家庭的冲突、家庭对工作的冲突)对一些常见的结果变量的影响, 检验了交叉影响模型和直接影响模型在中国样本中的适用性。以工作优先行为规范为基础, 在来自中国企业的管理人员的两个样本中发现:家庭对工作的冲突对工作相关结果(工作满意感、留职意向、组织承诺)具有显著的负向影响, 而工作对家庭的冲突则没有显著影响; 工作对家庭的冲突对生活满意感具有显著的负向影响。本文的发现表明交叉影响模型可以作为解释中国管理人员工作-家庭冲突影响机制的理论, 而直接影响模型不能推广到中国样本中。 相似文献
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Much has been written about veterans and their reintegration into civilian society, but little or no information is available about veterans’ workplace perceptions and how these might differ from those of nonveterans. The authors compared veterans’ and nonveterans’ attitudes about work (including job satisfaction aspects, perceptions of coworker interactions, supervisory support, and others) in the U.S. Department of Veterans Affairs (VA) based on responses to the organizational census, VA All Employee Survey (AES; N = 179,271). Based on differences in crude (unadjusted, but controlling for location) item odds ratios (range 0.65–1.08), compared to nonveterans, veterans scored modestly lower on most AES items. The authors show how controlling for demographics changes the relative size and, in some cases, the direction of the differences. This current study is 1 of only 2, to our knowledge, large-scale assessments of veterans’ workplace perceptions and the only 1 which controlled the results for demographic characteristics. 相似文献
199.
管理心理学的现状与发展趋势 总被引:18,自引:0,他引:18
本文在综合分析了国内外管理心理学发展概况的基础上认为,在适应经济全球化和企业不断变革的情况下,组织变革、领导行为、激励机制和组织文化是管理心理学的研究新热点,管理心理学的发展趋势是重视组织层面的变革研究,强调对人力资源的系统开发,研究领域不断拓展,更加关注国家目标.并提出了管理心理学研究的近期目标和中长期发展目标的建议. 相似文献
200.
David?J.?StanleyEmail author John?P.?Meyer Laryssa?Topolnytsky 《Journal of business and psychology》2005,19(4):429-459
We offer a reconceptualization of employee cynicism and present the results of two studies to test the hypotheses that (a) cynicism about an organizational change is distinguishable from skepticism about the change, more general forms of cynicism (disposition and management), and trust in management, (b) change-specific cynicism and skepticism relate differently to personal and situational antecedent variables, and (c) change-specific cynicism accounts for variance in employees intention to resist change not explained by skepticism, trust, and more general forms of cynicism. Study 1 was conducted with employees (N=65) from several organizations undergoing various changes, and Study 2 with employees (N=701) from a single organization undergoing restructuring and culture change. Results were generally consistent with prediction. Implications for future research and for the management of change are discussed. 相似文献