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301.
Lucas Monzani Pilar Ripoll Jose Maria Peiró 《European Journal of Work and Organizational Psychology》2013,22(3):444-461
Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indicates that the effect of authentic feedback conforms different patterns depending on the followers’ personality traits and the type of task they perform. Moreover, authentic feedback had a stronger effect on participants’ work result satisfaction. Participants with low levels of either conscientiousness or emotional stability displayed higher levels of satisfaction in the authentic feedback condition. 相似文献
302.
N. J. J. M. Mastenbroek A. D. C. Jaarsma A. J. J. A. Scherpbier P. van Beukelen E. Demerouti 《European Journal of Work and Organizational Psychology》2013,22(2):190-202
This study examines the role of three personal resources (i.e., proactive behaviour, reflective behaviour, and self-efficacy) in the Job Demands–Resources (JD-R) model in order to predict self and other ratings of performance. The sample consisted of 860 Dutch veterinary professionals and 170 colleagues. We hypothesized and found that work engagement mediates the relationship between job as well as personal resources and extrarole performance and the relationship between job resources and work engagement. Although hypothesized, we found no support for the mediating role of exhaustion in the relationship between job demands as well as personal resources and inrole performance. Moreover personal resources were directly related to in- and extrarole performance. In conclusion, the study expands the JD-R model by integrating personal resources at a behavioural level and performance measures in the model, and shows that personal resources have a mediating and initiating role in explaining work engagement and performance in young veterinary professionals. 相似文献
303.
Anna R. Koch Carmen Binnewies Christian Dormann 《European Journal of Work and Organizational Psychology》2013,22(4):505-517
This multisource, multilevel study examines the role of school principals’ work engagement as a motivational catalyst for schools’ innovation. We hypothesize that principals’ work engagement motivates teachers’ creativity which in turn should foster the amount of innovations made in schools. In order to operationalize innovation, we used four measures: teachers’ self-ratings and three school-specific objective indicators of schools’ innovation (school projects, external communication, and internal communication). Eighty-seven principals and 902 teachers from 83 German schools participated in our study. Results of multilevel structural equation modelling showed that principals’ work engagement increases teachers’ idea generation which in turn fosters all of our four aspects of innovation. Idea generation mediated the relationship between principals’ work engagement and self-rated innovation. It can be concluded from our study that both principals’ work engagement and teachers’ creativity can be powerful forces concerning schools’ innovation. 相似文献
304.
Prof. Dr. Jürgen Wegge Tanja Bipp Uwe Kleinbeck 《European Journal of Work and Organizational Psychology》2013,22(2):169-194
In two experiments (N = 126, N = 120) telework in an advertising company was simulated. Participants communicated either face-to-face or via a PC-videoconference with a supervisor who motivated employees to solve brainstorming tasks using several goal setting strategies. In addition, communication with the supervisor prior to goal setting was manipulated to examine the impact of a personal meeting with the supervisor and to investigate the effect of having some prior experience with this technology. In both experiments, stimulating challenging goals improved performance compared to “do your best” instructions when goal setting was conducted via a videoconference. Moreover, it was found that participative goal setting was more effective than directive goal setting. However, a prior personal meeting with a supervisor or an additional interaction via videoconference prior to goal setting had no impact on performance or the effectiveness of goal setting. In sum, these findings indicate that goal setting effects are robust and can be found even if communication is based on a videoconference. When difficult goals have to be set within a videoconference, participative goal setting strategies are most effective. 相似文献
305.
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
306.
Chang-qin Lu Oi-ling Siu Wei-qing Chen Hai-jiang Wang 《Journal of Vocational Behavior》2011,(1):100-109
Based on Greenhaus and Powell's (2006) theory of work–family enrichment and the job demands-resources (JD-R) model of work engagement (Bakker & Demerouti, 2008), this study focused on the family-to-work enrichment process by investigating the effect of family mastery on work engagement in a Chinese context. A sample of 279 Chinese female nurses completed questionnaires in a two-wave longitudinal survey. With a cross–lagged analysis, the results indicated that family mastery at Time 1 had a significant positive effect on work engagement at Time 2. Furthermore, the relationship between family mastery and work engagement was stronger in a context of high (vs. low) job demand. These findings suggested that resource generated in family could directly help people stay engaged in the workplace, particularly under stressful working conditions. Our findings have expanded the JD-R model of work engagement and bridged it with theory of work–family enrichment. Implications for theory and practices are discussed. 相似文献
307.
Research rarely considers the combined influence of personality traits and values in predicting behavioral outcomes. We aimed to advance a germinal line of inquiry that addresses this gap by separately and simultaneously examining personality traits and physician work values to predict medical specialty choice. First-year medical students (125 women and 119 men) responded to measures of personality and physician work values. After graduation, participants' residency choices were identified. Results indicated that personality traits predict person- or technique-oriented medical specialty choice. Physician work values, whether used alone or in tandem with personality traits, however, did not significantly predict specialty choice. Implications for practice and research are discussed. 相似文献
308.
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
309.
310.
Vicente González-Romá Wilmar B. Schaufeli Susana Lloret 《Journal of Vocational Behavior》2006,68(1):165-174
Burnout researchers have proposed that the conceptual opposites of emotional exhaustion and cynicism (the core dimensions of burnout) are vigor and dedication (the core dimensions of engagement), respectively (
[Maslach and Leiter, 1997] and [Schaufeli et al., 2002]). We tested this proposition by ascertaining whether two sets of items, exhaustion-vigor and cynicism-dedication, were scalable on two distinct underlying bipolar dimensions (i.e., energy and identification, respectively). The results obtained by means of the non-parametric Mokken scaling method in three different samples (Ns = 477, 507, and 381) supported our proposal: the core burnout and engagement dimensions can be seen as opposites of each other along two distinct bipolar dimensions dubbed energy and identification. 相似文献