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We evaluated procedures for training supervisors in a residential setting to provide feedback for maintaining direct-service staff members' teaching skills with people who have severe disabilities. Using classroom-based instruction and on-the-job observation and feedback, 10 supervisors were initially trained to implement teaching programs themselves. The training improved supervisors' teaching skills but was insufficient to improve the quality of feedback they provided to direct-service staff regarding the staff members' teaching skills. Subsequently, classroom-based instruction and on-the-job observation and feedback that targeted supervisors' feedback skills were provided. Following training in provision of feedback, all supervisors met criterion for providing feedback to their staff. Results also indicated that maintenance of teaching skills was greater for direct-service staff whose supervisors had received training in providing feedback relative to staff whose supervisors had not received such training. The need for analysis of other variables that affect maintenance of staff performance, as well as variables that affect other important areas of supervisor performance, is discussed. 相似文献
645.
组织诚信:超越个体品德的组织伦理和行为 总被引:1,自引:0,他引:1
由于市场经济活动中的交易行为更多是组织层面的行为,企业组织诚信相比较于个体诚信来说对社会公众就具有更广泛和更普遍的影响。本文辨析了组织诚信与个体诚信的异同,指出组织诚信是组织作为社会环境中的道德行为者,自觉遵守商业经营的一系列价值和伦理规则。文章揭示了组织诚信的作用,以及它成为组织战略性资产的定位,并进一步提出了建设组织诚信的基本路径。 相似文献
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A wide range of research has accumulated detailing the positive associations of perceived organizational support (POS) with desirable workplace outcomes (e.g., high performance, high commitment, low deviance). In the process, there has been an implicit assumption that these relationships are linear, with ever-increasing POS resulting in ever-increasing positive outcomes. However, there are theoretical and practical reasons to question whether these relationships may be nonlinear rather than linear. Our results offer support for the notion that the relationships between POS and key individual outcomes rated by the supervisor may best be represented as nonlinear. We conclude by highlighting the implications for both theory and practice. 相似文献
648.
David L. Turnipseed 《The Journal of social psychology》2018,158(3):322-336
This study sought to identify linkages between Mayer, Salovey, and Caruso’s (2008) four dimensions of emotional intelligence (EI) and organizational citizenship behavior, and the moderating influence of locus of control. Using a sample of 290 employed students, the present study examines the effects of the dimensions of EI on OCB directed at individuals (OCB-I) and OCB directed at the organization (OCB-O). Emotionally intelligent individuals were hypothesized to engage in more organizational citizenship behavior (OCB) than individuals with lower EI. Work locus of control was hypothesized to moderate the emotional intelligence—OCB linkage, with high internals having a stronger emotional intelligence to OCB linkage. Results indicate that the EI dimensions of perceiving, understanding, and managing emotions had positive effects on OCB-I and OCB-O. Using emotions was not linked to OCB. Locus of control strengthened the EI to OCB-I link, but had no effect on the OCB–O linkage. 相似文献
649.
《Scandinavian journal of psychology》2018,59(4):451-461
Our study tests the perceived organizational support‐burnout‐satisfaction relationship based on stressor–strain–outcome model of stress (Koeske & Koeske, 1993 ) and on the conservation of resources theory (Hobfoll, 1989 ) in workers with disabilities employed in ordinary or competitive jobs (open labor market), analyzing the relationship between perceived organizational support, family support, job satisfaction and burnout. We use a sample of 246 workers with physical, motor, sensory and psychological disabilities working in ordinary jobs. To test our proposed model we used a regression‐based path analysis using PROCESS software, which is a computational tool for estimating and probing interactions and the conditional indirect effects of moderated mediation models. We find that the positive relationship between organizational support and job satisfaction was partially mediated by the levels of cynicism and the relationship between burnout and job satisfaction was moderated by family support. Employees with low support from family had identical job satisfaction with high burnout or low burnout, but employees with high support from family when they had high burnout had lower job satisfaction than when they had low burnout, indicating that the support outside work could have a negative effect in workers’ life. Practical implications and future research are discussed and proposed. 1 1 A previous version of the abstract has been published in the European Congress of Psychology‐2015‐Abstract Book.
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650.
Evangelia Demerouti Luc M. A. Soyer Maria Vakola Despoina Xanthopoulou 《Journal of Occupational & Organizational Psychology》2021,94(2):374-399
The current study in a blue-collar context investigates whether a job crafting intervention may facilitate employee adaptation to organizational change, while decreasing exhaustion and increasing positive attitudes towards change and safety behaviour. It was hypothesized that the intervention would increase job crafting behaviours (i.e., seeking resources, seeking challenges, and optimizing demands) resulting in decreased employee exhaustion, and improved change attitudes and employee safety behaviour (i.e., adherence to organization’s standard operating procedures). The quasi-experimental study revealed that, after the intervention (consisting of a workshop, four weeks of job crafting implementation, and an evaluative session), employees reported an increase in two of the three trained job crafting strategies (i.e., seeking challenges, optimizing demands). Moreover, those who participated in the intervention reported lower levels of exhaustion, improved cognitive and behavioural attitudes towards change, and increased safety behaviour. The intervention was found to improve the affective, cognitive, and behavioural components of a change attitude due to increases in seeking challenges. Results were similar after controlling for quality information and leadership behaviour during the change. It is concluded that a job crafting intervention and resulting job crafting behaviour can be an effective way to achieve successful adaptation to organizational change. 相似文献