Handbook of Industrial and Organizational Psychology, Band 2Consulting Psychologists Press, 1990 - 984 Seiten Cognitive theory in industrial and organizational psychology; Individual behavior and organizational practices; Job analysis; The structure of work: job design and roles; Human factors in the workplace; Job behavior, performance, and effectiveness; Personnel assessment, selection, and placement; Recruitment, job choice, and post-hire consequences: a call for new research directions; Adaptation, persistence, and commitment in organizations; Training in work organizations; Utility analysis for decisions in human resource management; Attributes of individual in organizations; Physical abilities; Vocational interests, values, and preferences; Personality and personality measurement. |
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Seite 40
... situation interactions is to see how the person side of the interaction provides coherence across situations , yet still explains the dynamic aspects that produce variability in behavior either over situations or over time . One common ...
... situation interactions is to see how the person side of the interaction provides coherence across situations , yet still explains the dynamic aspects that produce variability in behavior either over situations or over time . One common ...
Seite 595
... situations , one style of lead- ership might be most effective while other situations might require other styles . Fiedler defined the leadership situation according to three major dimensions : Leader - member relations . This dimension ...
... situations , one style of lead- ership might be most effective while other situations might require other styles . Fiedler defined the leadership situation according to three major dimensions : Leader - member relations . This dimension ...
Seite 909
... Situations in Which People Are Most Predictable . Mischel ( 1977 ) distinguishes between strong and weak situations . Strong situations are constraining because everyone sees the situation the same way , understands what the behavioral ...
... Situations in Which People Are Most Predictable . Mischel ( 1977 ) distinguishes between strong and weak situations . Strong situations are constraining because everyone sees the situation the same way , understands what the behavioral ...
Inhalt
Contents | 1 |
CHAPTER | 3 |
Job Design and Roles 165 | 4 |
Urheberrecht | |
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Häufige Begriffe und Wortgruppen
ability activities American Psychological Association Applied Psychology approach attributes Bobko Boudreau Cascio characteristics coefficient cognitive cognitive architectures cognitive science concept connectionist constructs content validity correlation costs criteria decision dimensions effects empirical employees estimates evaluation example formance function HRM program Hulin human factors hypothesis identify important individual industrial and organizational interview involved issues job performance Journal of Applied judgments knowledge KSAs labor economics learning managers mance memory ment meta-analysis methods needs assessment organization organizational psychology outcomes payoff percent performance appraisal person Personnel Psychology predict predictor problem procedures produce psychometric raters rating scales recruitment reflect relevant responses role salary sample Schmidt scores selection utility skills social specific studies suggests supervisors task techniques theory tion tive training program turnover types UA models utility analysis utility model utility values validity variables workers
Verweise auf dieses Buch
Changing the Subject: Psychology, Social Regulation and Subjectivity Wendy Hollway,Couze Venn,Valerie Walkerdine,Julian Henriques,Cathy Urwin Keine Leseprobe verfügbar - 2004 |
Information, Organization and Management Ralf Reichwald,Rolf T. Wigand Eingeschränkte Leseprobe - 2008 |