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421.
Dave Bouckenooghe Gavin M. Schwarz Amirali Minbashian 《European Journal of Work and Organizational Psychology》2013,22(4):578-595
Commitment to change has been subject to several qualitative reviews in recent years. As a response to an associated lack of consensus in construct definition, Herscovitch and Meyer introduced a three-component model demonstrating affective commitment to change (i.e., ACC), normative commitment to change (i.e., NCC) and continuance commitment to change (i.e., CCC). Given the growing literature on organizational change, the aim of this paper is to take stock of a decade of research that uses Herscovitch and Meyer’s instrument to measure these three components. To determine the tool’s discriminant validity we conducted meta-analyses evaluating the strength of relations among ACC, NCC and CCC; the relations among the three components and behavioural support for change; and the moderating role of North American context versus non-North American context in shaping these relationships. Findings based on data collected from 17 studies indicate notable differences in the strength of relationships among ACC–NCC, ACC–CCC and NCC–CCC. Also the pattern of the correlations among the three components and behavioural support reveals interesting extensions and insights for further research into the robustness of this model, and on hitherto under-acknowledged discrepancies in behavioural support for commitment to change research. 相似文献
422.
Daniel Denison Levi Nieminen Lindsey Kotrba 《European Journal of Work and Organizational Psychology》2013,22(1):145-161
This review traces the development of survey research methods within the organizational culture tradition and focuses specifically on those instruments that measure the aspects of culture that are related to organizational effectiveness. Our review suggests that the reliability and validity of most instruments in this category is quite limited. This review outlines the recommended logic for the development and validation of culture effectiveness surveys and identifies three key challenges for future culture researchers to address: (1) the confirmatory testing of nested models, (2) the guidelines for aggregating data to the organizational level, and (3) the establishing of criterion-related validity. Using data from the Denison Organizational Culture Survey, we present an empirical illustration of the three challenges identified above and conclude by considering limitations and opportunities for future research. 相似文献
423.
Giovanni B. Moneta Teresa M. Amabile Elizabeth A. Schatzel Steven J. Kramer 《European Journal of Work and Organizational Psychology》2013,22(2):150-176
This study examined the convergent and construct validity of ratings of individual creative contributions in a team context. A sample of 201 employees and supervisors, working on 26 team projects, completed the NEO-Five Factor Inventory and rated themselves and their teammates monthly on a single item measuring creative contributions to the project. The convergent validity of the ratings was supported because there was consistency among other ratings of the same targets and among different types of ratings (peer, supervisor, and self ratings) of the same targets. The construct validity of the ratings was partly supported because there were positive associations between individuals' peer-rated creativity and their Extraversion, and between individuals' self-rated and supervisor-rated creativity and their Openness to Experience. From peers and the self, women had lower creativity ratings than men, but other ratings were not influenced by the gender of the judge or the difference in gender of the target–judge dyad. The implications of these findings are discussed. 相似文献
424.
Recent research supports the existence of a typology of part-time employees with demographic and behavioral differences. This research suggests that part-timers should not be viewed as one homogenous group and that certain part-time employee groups have fixed external role attachments, while others have more flexible attachments. Applying the part-time typology and the classification of fixed versus flexible attachments from previous research, the current study examines differences in the relationships among scheduling perceptions, job attitudes, and employment mobility for part-timers. Consistent with Partial Inclusion Theory, we found that part-time workers classified as having more fixed outside role attachments have lower organizational commitment, job satisfaction, employment mobility, work status congruence, scheduling control, and scheduling satisfaction than those classified as having more flexible outside role attachments. Additionally, the flexibility of external role attachments moderates the relationship between scheduling variables and job attitudes and employment mobility. Implications for management and research are discussed. 相似文献
425.
Ute-Christine Klehe Jelena Zikic Annelies E.M. Van Vianen Irene E. De Pater 《Journal of Vocational Behavior》2011,(1):217-229
During organizational restructuring and downsizing, employees often worry about being redundant, actually are redundant, and/or feel unsatisfied with their jobs. Employees, in turn, often react with poor loyalty to and high voluntary exit from the organization. The current study addresses this process from a careers' perspective, showing that career adaptability in the form of employees' career exploration and planning can account for at least some of these relationships. Redundancy fostered employees' career adaptive behaviors while job insecurity inhibited their career planning. Career planning, in turn, positively predicted employees' loyalty to the organization five months later while career exploration negatively predicted employees' loyalty, and positively predicted employees' exit reactions in the form of turnover intentions, job-search behaviors, and actual turnover. Implications and directions for future research are discussed. 相似文献
426.
The purpose of this study was to investigate student preferences for socialization tactics and their intentions to be proactive when they begin a new job. We examined the relationship between the Five Factor Model of personality and proactive personality with socialization tactics preferences and proactive behavior intentions in a sample of 243 undergraduate university students enrolled in a cooperative management program. The results indicate that personality predicts preferences for socialization tactics and intentions to be proactive. In particular, individuals high on agreeableness prefer institutionalized socialization tactics and individuals high on extraversion and proactive personality report higher intentions to be proactive when they begin a new job. These results suggest that one size does not fit all newcomers when it comes to socialization. The implications for research and practice before and after organizational entry are discussed. 相似文献
427.
Mitigation measures for tackling the consequences of a changing climate will involve efforts of various types including the conservation of affected ecosystems. For this, communities throughout the world will be called on to change habits of land and water use. Many of these changes will emerge from the multilevel governance tools now commonly used for environmental protection. In this article, some tenets of a social psychology of legal innovation are proposed for approaching the psycho-social processes involved in how individuals, groups and communities respond to multilevel governance. Next, how this approach can improve our understanding of community-based conservation driven by legal innovation is highlighted. For this, the macro and micro level processes involved in the implementation of the European Natura 2000 Network of Protected Sites are examined. Finally, some insights gained from this example of multilevel governance through legal innovation will be enumerated as a contribution for future policy making aimed at dealing with climate change consequences. 相似文献
428.
Moïra Mikolajczak Nathalie BalonMartine Ruosi Ilios Kotsou 《Personality and individual differences》2012,52(4):537-540
Are emotionally intelligent people sentimental? Does their greater sensitivity handicap them or are they able, as theory would expect, to experience and regulate emotions flexibly, depending on their goals? We examined this issue in organizational settings. Good managers are indeed expected to be both attuned to feelings (theirs as well as their subordinates’) and able to put them aside when needed to take tough (but necessary) decisions. Our results show that emotionally intelligent managers do make better managers, as reflected by greater managerial competencies, higher team efficiency and less stressed subordinates. Moreover, and most importantly, emotionally intelligent managers are not just nicer managers. As our results show, emotional intelligence has nothing to do with sentimentality. Actually, it is managers with low EI who have the greatest difficulties to put their emotions aside and not let them interfere when inappropriate. 相似文献
429.
430.
Huiwen Lian D. Lance Ferris Douglas J. Brown 《Organizational behavior and human decision processes》2012
We integrate and extend past work on self-determination theory and mixed relationships, or relationships characterized by both conflict and support, to address the question of how abusive supervision promotes subordinate organizational deviance. In so doing, we propose a mediated moderation model wherein abusive supervision and leader–member exchange interact to predict organizational deviance, with psychological need satisfaction mediating the effect of the interaction on organizational deviance. This hypothesized model was supported with multi-wave data collected from 260 employees. Notably, our model was supported after controlling for justice perceptions and organizational social exchange as alternative mediators. Theoretical and practical implications are discussed. 相似文献