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991.
Sana Mumtaz 《Asian Journal of Social Psychology》2023,26(4):536-546
Drawing on social identity theory, this conceptual article proposes how working in a male-dominated top management team (TMT) leads to changes in the social psychology of female executives over time. Further, it simultaneously incorporates the role of various factors to develop a comprehensive understanding of positive as well as negative change experiences of female executives. Based on thorough review and integration of the relevant literature from the domains of organizational behaviour, gender management, and psychology, key themes have been extracted and a conceptual model has been proposed. It is suggested that female executives are likely to face epistemological shock after becoming a part of male-dominated TMTs; however, proactive interactions and development of their cultural toolkit is expected to polish leadership capabilities and improve leader identity in them. Conversely, challenges in developing their cultural toolkit may lead to experiences of emotional exhaustion and the eventual psychological detachment of female executives from their teams and work environment. Unlike the focus of existing literature on general social and cultural challenges faced by female workers, this research offers a unique theoretical direction regarding the essence of extensive psychological changes and their long-term prospects for females in male-dominated TMTs. Finally, it also offers practical implications for highlighting various ways to encourage proactivity and social support for creating diversity and inclusion-based leadership in organizations. 相似文献
992.
Ran Bian Fuzhuo Sun Zheting Lin Qin Gao Xiaoxiao Yuan Aishan Xie 《British journal of psychology (London, England : 1953)》2020,111(2):369-394
Based on the recently explored regulatory fit effect in social contexts, the present research is the first to investigate the interaction between interviewer's regulatory focus and interviewee's impression management (IM) tactics. We hypothesized that assertive and defensive IM tactics would fit with interviewer's promotion and prevention focus, respectively, and that interviewer's experience of this regulatory fit would lead to enhanced interview evaluation. We conducted four studies in which the participants were asked to rate an interviewee after reading a list of the interviewee's IM-related behaviours or watching a videotaped interview. Additionally, the participant's regulatory focus was operationalized as both an induced situational state and a measured chronic trait. The results supported our hypotheses by showing a significant interaction of the interviewer's regulatory focus and the IM tactics on interview evaluation: the promotion-assertive and the prevention-defensive ratings were more positive than the prevention-assertive and the promotion-defensive ratings. Moreover, mediation analysis revealed that the interaction exerts its effects on interview evaluation by providing interviewers with an intrapersonal regulatory fit experience. 相似文献
993.
994.
According to the terror management theory, people tend to favour their worldview and in-group members after being reminded of death (i.e., mortality salience [MS] effect). However, inconsistent findings of the MS effect were found among Chinese people. In the present study, we examined the MS effect with Chinese samples and tested whether the effect would depend on participants' cultural orientation and relational self-esteem. In Studies 1 (N = 227) and 2 (N = 221), we examined the roles of participants' cultural orientations and relational self-esteem in their evaluations on moral transgression and/or perceived regard from people around after being primed with mortality (vs. dental pain) salience. We obtained the interaction effects of mortality salience, cultural orientations, and relational self-esteem. The implications of these results are discussed in the context of Chinese culture. 相似文献
995.
The present study used a token economy to promote guest greetings by employees at a zoological facility. Guests and confederate guests delivered tokens to zoo employees for making eye contact from 10 ft (3.05 m) away and verbally greeting guests from 5 ft (1.52 m) away (called a 10–5 interaction) and the tokens were exchangeable for small prizes. An ABAB design was used to evaluate the intervention. Results showed increases of 35.3 and 45.0% in correct employee–guest interactions in each intervention phase compared to baseline, thus suggesting that a guest-delivered token economy is an effective way to improve guest greetings. Limitations of the current study and opportunities for future research are discussed. 相似文献
996.
The Good Behavior Game (GBG) is an effective intervention to reduce disruptive behavior. The GBG typically involves immediate stimulus presentation (e.g.., delivery of a token) following disruptions; however, experimenters have also removed tokens contingent upon disruptions. In the present study, we compared the effects of the GBG-stimulus presentation (P) and GBG-stimulus removal (R) on levels of disruptions in a 2nd-grade general education classroom. In addition, we measured student prompts, teacher praise and correctives, and student and teacher preference. The GBG-P and GBG-R versions of the game were similarly effective in reducing disruptions. However, the teacher chose to implement the GBG-R and the majority of students reported a preference for the GBG-R. 相似文献
997.
Integrating proactivity and creativity literatures, we argue that people can perform more creatively at work when they proactively manage their levels of vitality. Proactive vitality management is defined as individual, goal-oriented behavior aimed at managing physical and mental energy to promote optimal functioning at work. We hypothesize that this process may be facilitated by being aware of one's own state and by support from others. A total of 242 employees participated in a weekly diary study for three consecutive weeks, yielding 610 observations. Results of multilevel analyses show that participants reported more creative work performance during weeks in which they had proactively used vitality management. In addition, in line with our predictions, self-insight and social support for creativity in the workplace acted as cross-level moderators and strengthened the relationship between proactive vitality management and creativity. We conclude that a proactive approach regarding physical and mental energy is an important bottom-up strategy that may foster creativity in work settings. 相似文献
998.
Xiao Wang 《The Journal of social psychology》2020,160(5):644-657
ABSTRACT In 2015, the Chinese government officially abolished the practice of harvesting organs from executed prisoners. However, the voluntary donor registration rate among the Chinese population is approximately 2% as of January 2020. Guided by self-affirmation theory and terror management theory, the present investigation examined a number of variables that may be related to donor registration intentions and a method to mitigate death thoughts and misconceptions. An online experiment was conducted in which 352 Chinese participants were randomly assigned to either a self-affirmation (i.e., affirming values that are important to the participants) or a no-affirmation condition. Results revealed that self-affirmation lowered death thoughts among the participants, which in turn were positively related to organ donation misperceptions. Inconsistent with terror management theory, the level of death thoughts was not directly related to participants’ intentions to register as organ donors. Instead, the relationship between the two was mediated by misperceptions toward organ donation. 相似文献
999.
Jordan L. Ho Deborah M. Powell Jeffrey R. Spence Andrew Perossa 《International Journal of Selection & Assessment》2020,28(3):247-263
Applicants may be willing to fake in job interviews with the aim of creating a positive impression. In two vignette‐based experiments, we examined if a competitive—versus noncompetitive—climate (Study 1) and hiring situation (Study 2) increased participants' willingness to fake. We also examined if Honesty–Humility and Competitive Worldviews moderated the relation between willingness to fake and how competitive participants believed they must be in order to secure the job. Results demonstrated that a competitive climate and hiring situation increased willingness to fake. Honesty–Humility and Competitive Worldviews were related to willingness to fake, but these relations did not change substantially at different levels of perceived need for competitiveness. Overall, results lend some theoretical support to propositions about applicant faking. 相似文献
1000.
《Revue Européene de Psychologie Appliquée》2020,70(4):100525
IntroductionEmbarrassment is a negative but prosocial emotion, which often arises from the transgression of a social norm. Its expression thus plays a crucial role in the social perception.ObjectiveThe aim of this paper is to document this role during both ordinary and extra-ordinary situations (i.e., with stakes).MethodUsing scenarios’ method, 27 participants and 100 recruiters evaluated persons expressing embarrassment or not.ResultsStudy 1 showed that during ordinary situations, nonverbal expression of embarrassment led to make a good impression by signalling desire of appeasement and prosociality. In contrast, Study 2 revealed that during a job interview, verbal expression of embarrassment through defensive tactics was rather negatively perceived.ConclusionThe manipulation of emotions as emotive communication tools will be discussed. 相似文献