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In: Human resource management review, Band 21, Heft 4, S. 331-341
ISSN: 1053-4822
In: Journal of vocational behavior, Band 72, Heft 3, S. 269-283
ISSN: 1095-9084
In: Journal of vocational behavior, Band 44, Heft 1, S. 32-54
ISSN: 1095-9084
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 21, Heft 1, S. 28-56
ISSN: 1464-0643
In: European psychologist, Band 15, Heft 2, S. 121-131
ISSN: 1878-531X
This paper focuses on explaining how individuals set goals on multiple performance episodes, in the context of performance feedback comparing their performance on each episode with their respective goal. The proposed model was tested through a longitudinal study of 493 university students' actual goals and performance on business school exams. Results of a structural equation model supported the proposed conceptual model in which self-efficacy and emotional reactions to feedback mediate the relationship between feedback and subsequent goals. In addition, as expected, participants' standing on a dispositional measure of behavioral inhibition influenced the strength of their emotional reactions to negative feedback.
In: European psychologist: official organ of the European Federation of Psychologists' Associations (EFPA), Band 15, Heft 2
ISSN: 1016-9040
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 20, Heft 6, S. 855-875
In: Journal of vocational behavior, Band 72, Heft 3, S. 336-350
ISSN: 1095-9084
In: Human resource management review, Band 10, Heft 4, S. 383-406
ISSN: 1053-4822
This second European edition of this classic textbook brings the exceptional introduction to organizational behaviour written by the masters of the subject, and adapts it to meet the needs of students studying in Europe today. Fully updated and revised, this adaptation continues the tradition of making current, relevant research come alive for s.
Preface -- Acknowledgements -- Publisher's acknowledgements -- What is organizational behaviour? -- Diversity in organizations -- Attitudes and job satisfaction -- Personality and values -- Perception, individual decision making and creativity -- Motivation concepts -- Motivation : from concepts to applications -- Emotions and moods -- Foundations of group behaviour -- Understanding work teams -- Communication -- Leadership -- Power and politics -- Conflict and negotiation -- Foundations of organization structure -- Organizational culture -- Human resource policies and practices -- Organizational change and stress management -- Endnotes -- Glossary -- Indexes
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 29, Heft 4, S. 515-524
ISSN: 1464-0643
In: Dóci , E , Hofmans , J , Nijs , S & Judge , T A 2020 , ' Leaders under pressure : time pressure and state core self-evaluations as antecedents of transformational leadership behaviour ' , European Journal of Work and Organizational Psychology , vol. 29 , no. 4 , pp. 515-524 . https://doi.org/10.1080/1359432X.2020.1714717
This study examines situational antecedents of transformational leadership by (a) studying the effect of time pressure on the emergence of transformational leadership behaviours, and (b) examining the mediating role of leaders' state core self-evaluations. Twice per day for 10 consecutive working days, 42 leaders reported on their state core self-evaluations, transformational leadership behaviours and the time pressure they experienced, yielding 531 observations. Using multilevel path analysis, we found that time pressure had an indirect effect on transformational leadership through leaders' state core self-evaluations. This mediated relationship was curvilinear; with time pressure having little to no effect on transformational leadership via state core self-evaluations when time pressure is below a leader's average level of time pressure. However, once this characteristic average level is exceeded, time pressure has a negative effect on transformational leadership via its negative relationship with state core self-evaluations, and this relationship becomes stronger for increasing levels of time pressure.
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In: Journal of vocational behavior, Band 79, Heft 2, S. 448-460
ISSN: 1095-9084