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For example , Campion and Lord ( 1982 ) have explained the fact that specific goals induce better performance than general goals because the former provide information that is more helpful in reducing the discrepancy be- tween a goal ...
For example , Campion and Lord ( 1982 ) have explained the fact that specific goals induce better performance than general goals because the former provide information that is more helpful in reducing the discrepancy be- tween a goal ...
Seite 203
varied including whether one or two examples were provided and whether these were pre- sented with or without ... With one example only , neither the statement of the principle nor its graphic representation im- proved performance .
varied including whether one or two examples were provided and whether these were pre- sented with or without ... With one example only , neither the statement of the principle nor its graphic representation im- proved performance .
Seite 308
For example , a typist with a powerful word processor whose task is writ- ing standard letters has little control . Transparency implies that one can easily develop an operative image system of the tool ( see Maass , 1983 ) .
For example , a typist with a powerful word processor whose task is writ- ing standard letters has little control . Transparency implies that one can easily develop an operative image system of the tool ( see Maass , 1983 ) .
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Inhalt
Contemporary Metatrends in Industrial | 1 |
CHAPTER | 6 |
CHAPTER | 7 |
Urheberrecht | |
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action theory American analysis Applied Psychology approach assessment attitudes chology cognitive collectivism collectivist complex concept countries culture decision dimensions discussed Drenth effects emphasized employees environment errors evaluation example factors feedback flextime Frese goals Graen graphology Handbook chapter Handbook of industrial Hesketh Hofstede human important individual individualistic industrial and organizational ingroup interaction International issues Japanese job satisfaction Journal of Applied Katzell leader leadership learning M. D. Dunnette measures ment meta-trend methods motivation night organizational behavior organizational psychology organizations outcomes patterns percent performance personality personnel perspective prediction problems programs psychol relationships relevant Review role Ronen samples schedules selection Semmer shift shiftwork skills Smallest Space Analysis Social loafing Social Psychology specific strategies stress structure task tests tion tional tive Triandis ture Ulich United validity values variables Volpert Wiley workers York