共查询到20条相似文献,搜索用时 31 毫秒
1.
2.
3.
4.
5.
6.
7.
9.
10.
11.
This article builds on the argument that research on the link between HRM and performance benefits from investigating how HR practices are envisioned by managers (in terms of underlying philosophies), and how they are perceived by employees (in terms of psychological climates). Our study focuses on the effects of a strengths‐based HR philosophy assuming that employee performance can be maximized through leveraging individual strengths. This philosophy relates to a strengths‐based psychological climate, that is, employee perceptions of the opportunities they get to identify, develop, and use their strengths. We hypothesized that a strengths‐based psychological climate positively influences employees’ positive affect, which in turn enhances their in‐role and extra‐role performance. In our study, 442 respondents working in 39 departments of eight Dutch and Belgian organizations gave ratings on the strength‐based psychological climate of their organization, and indicated their level of work‐related positive affect, in‐role performance, and extra‐role performance. Results of multilevel hierarchical regression analyses supported our hypotheses by indicating that strengths‐based psychological climate was positively linked to in‐role and extra‐role performance, and that this link was mediated by positive affect. © 2014 Wiley Periodicals, Inc. 相似文献
12.
《Organizational Dynamics》2021,50(1):100802
The emergence of COVID-19 has presented employees and employers new challenges as many employees and managers were forced to work in a remote environment for the first time. For many reasons, managing virtual teams is different than managing employees in a traditional face-to-face office environment. Although many managers have been learning how to lead their virtual teams over the last several months, we offer five steps for leaders to follow for how to maximize the effectiveness of a remote workplace. By taking specific actions and ensuring the organization has a culture to support their virtual workforce, leaders can improve the performance output and engagement of their teams. The five steps are: first establish and explain the new reality; second, establish and maintain a culture of trust; third, upgrade leadership communication tools and techniques to better inform virtual employees; fourth, encourage shared leadership among team members; and fifth, to create and periodically perform alignment audits to ensure virtual employees are aligned with the organization’s cultural values including its commitment to mission. All these steps start with the realization that managing a team is going to be different when the members are dispersed, and new leadership strategies, communication routines and tools are required. 相似文献
14.
NBA总裁来了,专用地板、专用音响和灯光来了,专业热场队和拉拉队来了,NBA名宿以及WNBA的球星来了,两场比赛将向177个国家和地区用八种语言进行直播……够了,这已经不简简单单是一场NBA中国季前赛,这是NBA--这架全球最赚钱的体育商业组织在中国市场营销登陆战的"诺曼底"行动. 相似文献
15.
A bstract . The following is a biographical sketch of my life's journey—an epic of transmigrations from Lucifer's Kingdom of horror to a miraculous survival. It is a saga of trials and tribulations, tragedy and triumph, academic success and scholarly achievement. 相似文献
16.
17.
18.
19.
20.
当我国刚刚加入世贸组织,机遇与挑战双至之时,在我国西部大开发顺利和困难同在的情况下,我们访问了香港杰出青年才俊黄英豪先生. 相似文献