Kategorie: DDC-Klasse 158.7
637 Titel
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Are Pre-Assembly Shared Work Experiences Useful for Temporary-Team Assembly Decisions? A Study of Olympic Ice Hockey Team Composition
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A Conservation of Resources Perspective on Negative Affect and Innovative Work Behaviour: the Role of Affect Activation and Mindfulness
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Intra-individual Response Variability as an Indicator of Insufficient Effort Responding: Comparison to Other Indicators and Relationships with Individual Differences
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Long Working Hours and Well-being: What We Know, What We Do Not Know, and What We Need to Know
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Looking for Assistance in the Dark: Pay Secrecy, Expertise Perceptions, and Efficacious Help Seeking Among Members of Newly Formed Virtual Work Groups
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The Impact of Decision Timing on the Effectiveness of Leaders’ Apologies to Repair Followers’ Trust in the Aftermath of Leader Failure
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Applicant Personality and Procedural Justice Perceptions of Group Selection Interviews
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Parent Work Conditions and Adolescent Core Self-Evaluations: Examining the Effects of Work Resource Drain and Parent Gender
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Ability to Manage Resources in the Impression Management Process: The Mediating Effects of Resources on Job Performance
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Development and Validation of the Workplace Age Discrimination Scale
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Generational Differences in Work Ethic: Fact or Fiction?
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Infusing Twenty-First-Century Skills into Engineering Education
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Friends and Family: The Role of Relationships in Community and Workplace Attachment
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The Latent Change Score Model: A More Flexible Approach to Modeling Time in Self-Regulated Learning
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Giving and Making Sense About Change: The Back and Forth Between Leaders and Employees
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Impression Management Use in Resumes and Cover Letters
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How Far Can Support Go? Supported Supervisors’ Performance and Subordinate Dedication
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The Relationship of Coworker Incivility to Job Performance and the Moderating Role of Self-Efficacy and Compassion at Work: The Job Demands-Resources (JD-R) Approach
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Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball
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It’s the Base: Why Displaying Anger Instead of Sadness Might Increase Leaders’ Perceived Power but Worsen Their Leadership Outcomes