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101.
Mark C. Bolino Jaron Harvey Daniel G. Bachrach 《Organizational behavior and human decision processes》2012
Researchers have generally taken a between-person, cross-sectional approach to understand why employees engage in organizational citizenship behavior (OCB). However, in light of recent work indicating that motivated behavior in organizations is often better understood using a within-person, longitudinal approach, we conceptualize citizenship performance as a dynamic cycle that varies over time. Specifically, we use self-regulation theory to explain how employees seek to fulfill goals through their OCBs, make plans to achieve those goals, engage in OCBs, and process feedback regarding their citizenship behavior. In doing so, we highlight the role played by chronic and working self-concept orientations. We also explore the way affective states influence self-regulation and citizenship, discuss unconscious or habitual acts of citizenship, and address the ways in which self-regulation and citizenship may vary over time. 相似文献
102.
Introduction: The number of traffic accidents involving truck drivers remains high, and strategies to eliminate the probability of such accidents have been proposed, among which enhancing the safety climate has attracted much interest. The main purpose of the current study was to validate the Chinese version of the safety climate scale for truck drivers and apply it to investigate the mediating effect of safety climate between truck driver personality and driving behavior. Method: A total of 389 male truck drivers completed the Big Five Inventory, the Chinese version of the trucking safety climate scale, the driver behavior questionnaire and the positive driver behavior scale. Results: The reliability and validity of the Chinese version of the organization-level safety climate scale and the group-level safety climate scale were confirmed through factor analysis. More importantly, a path analysis revealed that the organization-level safety climate mediated the effects of agreeableness and neuroticism on aggressive violations, ordinary violations and lapses, while the group-level safety climate mediated the influences of agreeableness, neuroticism and openness on positive behavior and all four kinds of aberrant driving behaviors. Conclusions: This study introduced the trucking safety climate scale into China and stressed the significance of improving both the organizational and the group levels of safety climate to reduce accidents involving professional truck drivers. Practical Applications: First, the adapted safety climate scale for Chinese truck drivers contributes to further investigating the role that safety climate plays in the safety problem of truck drivers in China. Moreover, the critical impacts of both levels of the trucking safety climate serve as reminders for relevant companies to not only pay attention to establishing an organization-level safety climate but also invest more effort into promoting the group-level safety climate. 相似文献
103.
《Psychologie du Travail et des Organisations》2022,28(3):197-210
Research on the impact of supervisors’ laissez-faire leadership, a frequent form of passive leadership, is still in its infancy. In the present study, we explore the possibility that laissez-faire leadership by supervisors engenders a feeling of threat among employees regarding their organizational identity. In other words, the lack of attention given to employees by supervisors would create the feeling among employees that their identity as members of the organization is devalued. This perceived identity threat would result in reduced affective, normative, and continuance commitment. We examined these hypotheses in a study using three measurement times, with a time interval of three months. Based on a final sample of 300 participants and latent variable structural equation modeling analyses, the results indicate that supervisors’ laissez-faire leadership engenders a perceived identity threat among employees, which then contributes to reduce affective, normative, and continuance commitment. Finally, laissez-faire leadership was also directly and negatively related to continuance commitment. We discuss how these findings contribute to enhance our understanding of the effects of laissez-faire practices by supervisors. 相似文献
104.
Helena D. Cooper-Thomas Nicole L. Paterson Matthias J. Stadler Alan M. Saks 《Journal of Vocational Behavior》2014,84(3):318-331
New employees can accelerate and optimize their socialization by behaving proactively, although the key behaviors vary across studies. Recent research suggests that newcomer proactive behaviors influence socialization through the mediating effect of corresponding proactive outcomes. This may partly explain differences across studies, along with possible variations in the relative importance of specific proactive behaviors. This study investigates further the mediating role of proactive outcomes, and the relative importance of different proactive behaviors and proactive outcomes in predicting newcomer learning, well-being, and work engagement. Based on a sample of 176 temporary agency workers, support for the mediating role of proactive outcomes was found, although some proactive behaviors were effective in their own right. Relative importance analyses revealed that different proactive behaviors were important for different socialization criteria. Practical and theoretical implications of these findings are discussed. 相似文献
105.
Ronald Fischer Amina Abubakar Josephine Nyaboke Arasa 《International journal of psychology》2014,49(2):108-114
We examine main and interaction effects of organizational justice at the individual and the organizational levels on general health in a Kenyan sample. We theoretically differentiate between two different interaction patterns of justice effects: buffering mechanisms based on trust versus intensifying explanations of justice interactions that involve psychological contract violations. Using a two‐level hierarchical linear model with responses from 427 employees in 29 organizations, only interpersonal justice at level 1 demonstrated a significant main effect. Interactions between distributive and interpersonal justice at both the individual and the collective levels were found. The intensifying hypothesis was supported: the relationship between distributive justice and mental health problems was strongest when interpersonal justice was high. This contrasts with buffering patterns described in Western samples. We argue that justice interaction patterns shift depending on the economic conditions and sociocultural characteristics of employees studied. 相似文献
106.
This study investigates the mechanisms that explain why person–organization (PO) fit impacts organizational attraction. Adopting Edwards and Cable’s (2009) approach, an integrative model is developed around the idea that experiencing value congruence during the recruitment process perpetuates certain expectations about future work environments and employer relationships. These expectations in turn have a positive impact on organizational attraction. Evidence from a longitudinal study on a sample of job seekers suggests that expected opportunities for value expression and need fulfillment offered the most viable explanations of value congruence effects. The implications of important observed differences in the experience of PO fit between job seekers and full-time employees are discussed. 相似文献
107.
Linda Klebe Treviño Niki A. den Nieuwenboer Glen E. Kreiner Derron G. Bishop 《Organizational behavior and human decision processes》2014
Organizations have responded to ethical scandals in part by creating the Ethics and Compliance Officer (ECO) role to help insure employee ethical and legal behavior. Because ECO work is so fundamental to behavioral ethics in organizations and we know very little about it, we conducted a grounded theory study to learn more. We learned that, although most ECOs were hired to help their organizations respond to external legitimacy challenges, ECOs face major legitimacy challenges inside their organizations. Facilitating conditions may reduce these challenges and help ECOs reach internal legitimacy. But, we also found that ECOs engage in what we term legitimacy work that relies on a number of tactics to help them gain legitimacy in the eyes of their constituents. We tie our findings to the broader legitimacy literature and draw implications for the behavioral ethics literature. 相似文献
108.
109.
Andrea M. Butler Greg A. Chung-Yan 《European Journal of Work and Organizational Psychology》2013,22(6):729-754
Organizational justice theory was used to understand the conditions that influence how women respond when sexually harassed. Specifically, this study examined whether sexual harassment frequency interacts with perceptions of four types of organizational justice (procedural, distributive, interpersonal, and informational) to predict two types of victim responses (confrontation and reporting). With data collected from 257 female employees, it was found that the interaction between sexual harassment frequency and perceptions of distributive justice and the interaction between sexual harassment frequency and perceptions of procedural justice predicted reporting, whereas the interaction between sexual frequency and perceptions of distributive justice predicted confrontation. The interaction between sexual harassment frequency and perceptions of informational justice predicted both confrontation and reporting. Implications for organizations are discussed. 相似文献
110.
Esther Gracia Marisa Salanova Rosa Grau Eva Cifre 《European Journal of Work and Organizational Psychology》2013,22(1):42-55
This study aims to test how collective work engagement and relational service competence, as affective and cognitive-competent collective states, mediate the relationship between organizational facilitators and customers' perceptions of service quality. In all, 107 service-oriented units were aggregated from 615 service workers and 2165 customers. Structural equation modelling confirmed that organizational facilitators are related to collective work engagement andrelational service competence, which play a mediating role between organizational facilitators and service quality. Whereas collective work engagement plays a partially mediating role between organizational facilitators and relational service competence, relational service competence plays a fully mediating role between collective work engagement and service quality. A discussion and limitations are also provided. 相似文献