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41.
42.
Antonio Pierro Bertram H. Raven Clara Amato Jocelyn J. Bélanger 《International journal of psychology》2013,48(6):1122-1134
Affective organizational commitment reflects the extent to which organizational members are loyal and willing to work toward organizational objectives (Meyer & Allen, 1997). In particular, affective organizational commitment holds very important implications at all organizational levels (e.g., turnover rates, performance, and citizenship behavior). Whereas previous research has evinced the positive influence of transformational and charismatic leadership styles on affective commitment toward the organization (Bass & Avolio, 1994), little is known with regard to the nature of this relationship. In line with the interpersonal power/interaction model, the present investigation aimed to investigate the mechanism at play between transformational leadership style and affective organizational commitment. Specifically, we hypothesized that transformational leadership style would increase affective organizational commitment through its effect on willingness to comply with soft bases of power. In two studies, we subjected the foregoing hypotheses to empirical scrutiny. In Study 1, the proposed mediation model was empirically supported with Italian employees in the public sector. Attesting to the robustness of our findings, Study 2 replicated the findings of Study 1 with Italian employees from the public and private sectors. In addition, Study 2 replicated Study 1 using a different measure of transformational leadership. Both Study 1 and Study 2 provided results consistent with our hypotheses. Specifically, the present paper reports empirical evidence that (1) the more participants report having a transformational leader, the more willing they become to comply with soft (but not harsh) power bases, (2) in turn, greater willingness to comply with soft (but not harsh) power bases increases one's affective organizational commitment. These findings provide additional support for the interpersonal power/interaction model and pave the way for new research directions. 相似文献
43.
Over the years, researchers have focused on ways to facilitate creativity in the workplace by looking at individual factors and organizational factors that affect employee creativity (Woodman, Sawyer, & Griffin, 1993 ). In many cases, the factors that affect creativity are examined independently. In other words, it is uncommon for researchers to look at the interaction among individual and organizational factors. In this study, it is argued that to get a true understanding of how to maximize creativity in the workplace, organizational researchers must look at the interaction between organizational factors and individual factors that affect employee creativity. More specifically, the current study looked at an individual's perceptions about his or her ability to be creative (i.e., individual factor) and perceptions of requirements for creativity in the workplace (i.e., an organizational factor). The results indicated that individuals who have a high belief about their ability to be creative (an individual factor) were most creative when they also perceived requirements for creativity in the workplace (an organizational factor). Furthermore, individuals who had low perceptions of creative ability were still able to perform creatively when they had high perceptions of requirements for creativity. This suggests that, to maximize creativity, organizations should focus on both individual and organizational factors that affect employee creativity. 相似文献
44.
Capturing data from employee–supervisor dyads (N = 321) from eight organizations in Pakistan, including human service organizations, an electronics assembly plant, a packaging material manufacturing company, and a small food processing plant, we used moderated regression analysis to examine whether the relationships between trait affect (positive affectivity [PA] and negative affectivity [NA]) and two key work outcome variables (job performance and turnover) are contingent upon the level of job satisfaction. We applied the Trait Activation Theory to explain the moderating effect of job satisfaction on the relationship between affect and performance and between affect and turnover. Overall, the data supported our hypotheses. Positive and negative affectivity influenced performance and the intention to quit, and job satisfaction moderated these relationships. We discuss in detail the results of these findings and their implications for research and practice. 相似文献
45.
Philip G. Erwin 《The Journal of psychology》2013,147(6):625-629
I examined the impact of first names on ratings of physical attractiveness as judged by British undergraduate subjects using male and female full-face pictures presented on photographic slides. The photographs were identified with attractive names, unattractive names, or without any name indicated. Subjects rated the stimulus figures for physical attractiveness. Names accounted for approximately 6% of the variance in subjects' ratings of physical attractiveness. This effect was highly significant for pictures of women (p < .001), but nonsignificant for pictures of men (p > .05). 相似文献
46.
Mark R. Testa 《The Journal of psychology》2013,147(2):226-236
Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made. 相似文献
47.
George W. Knox 《The Journal of psychology》2013,147(1):17-27
This investigation studied variability in visual thresholds for six subjects for 50 consecutive days. The results show the following: 1. Session-to-session variability agrees closely with the variability estimates made by Hecht and Zegers. 2. No periodic or cyclic trends appeared for the group or for any individual subject. 3. For all six subjects for the first 15 days of testing, a learning phenomenon was observed for the mean and standard-deviation data. There was a slow rise over the last 10 days of testing for the mean, but not for the standard-deviation data. (A discussion of the possible causes of the rise of the mean over the last 10 days suggested the influence of extraneous factors, such as boredom and fatigue.) 4. No effect of the menstrual cycle upon the threshold values was found. 4. No effect of the menstrual cycle upon the threshold values was found. 相似文献
48.
Fred G. Livingood 《The Journal of psychology》2013,147(2):203-207
49.
The use of personality and attitudinal questionnaires in private executive and military samples is briefly reviewed. The need for evidence regarding the factor similarity of such questionnaires in comparative studies is noted. Such a comparative factorial study of an abbreviated version of the Shure-Meeker (11) Personality/Attitude Schedule (PAS) is reported. In terms of the general scales examined, three of the four scales emerge in both samples. The order of emergence, as well as the number and item content of the factors, differs slightly between the two samples. Caution is suggested in assuming factor similarity across samples in comparative studies utilizing the PAS and other personality and attitudinal instruments. 相似文献
50.
Michael T. Ford Jennifer L. Gibson Andrew L. DeCesare Sean M. Marsh Brian K. Griepentrog 《Military psychology》2013,25(1):36-45
The objective of this study was to examine pre-entry expectations, attitudes, and intentions as predictors of tenure among military members. Data from nationally representative (U.S.) samples of youth on attitudes toward military service, expectations about the effect of joining the military on quality of life, and intentions to join the military were linked to tenure among those who later joined the military as adults. Results from survival analyses indicate that those who initially had no desire to join the military and did not expect military service to have positive effects on their quality of life, but ultimately joined the military nonetheless, tended to have shorter military careers. Explanations for these findings are offered along with implications for military staffing. 相似文献