996 resultados para Seligman, Martin E. P
Resumo:
Mode of access: Internet.
Resumo:
Mode of access: Internet.
Resumo:
<p>Back Row: John Heston, Frederick Clohset, Howard Auer, Thomas Samuels, Thomas Cooke, Donald McGuire, Francis Hazen, Harold Ellerby, Leslie Frisk, Wallace Miller, Fielding H. Yost jr., Norman Daniels, Robert Miller, John Kirby, Cecil Cantrill, Bethel Kelley, Charles Stone, Louis McGrath, DuVal Goldsmithp><p>Middle Row: Francis Wistert, William Horner, Carl Savage, Charles Bernard, Omer LaJeuness, Ward Oehmann, J. Leo Winston, Leonard Meldman, Neil(?) Savage, Maynard Morrison, Jay Sikkenga, Abe Marcovsky, Harry Schick, Leslie Douglass, John Kowalik, James Conover, Harvey Chapman, Fred Petoskey, Russell Dammp><p>Front Row: William Hewitt, Louis Westover, Francis Hayes, Arthur Kutsche, Roderick Cox, Charles DeBaker, Roy Hudson, Harry Newman, Estel Tessmer, Kirk Holland, Jay Schmidt, William Renner, Harry Stinespring, Herman Everhardus, Stanley Fay, Ivan Williamson, Martin Hestonp>
Resumo:
<p>Back Row: trainer Steve Farrell, asst. coach Germany Schulz, Thomas Bushnell (?), coach Fielding Yostp><p>Third Row: Everett Bentley, Spencer Scott, William Cochran, Efton James, ?, Cyril Quinn, ?, Martin Galt, p><p>Second Row: Ernest Allmendinger, Ernest Hughitt, Roy Torbet, George Patterson, Miller Pontius, James Musser, James Raynsford, ?, Frank McHale, Henry Lightnerp><p>Front Row: Jack Benton, John Lyons, Frank Millard, Robert Watson, Lawrence Roehmm Royce Traphagenp>
Resumo:
No abstract
Resumo:
This research examines the relationship between perceived group diversity and group conflict, and the moderating role of team context. Currentiy, diversity research predominantly focuses on surface and job-related dimensions, largely to the neglect of deep-level diversity (in terms of values, attitude and beliefs). First, this research hjfpothesised that all three dimensions of diversity would be positively related to group conflict, with deep-level diversity the strongest predictor of task. conflict. Second, it was hypothesised that team context would moderate the relationship between deep-level diversity and group conflict. Team context refers to the extent to which the work performed (1) has high consequences (in terms of health and well being for team members and others); (2) is relatively isolating, (3) requires a high reliance upon team members; (4) is volatile; and (5) interpersonal attraction and mutual helpfulness is essential. Two studies were conducted. The first study employed 44 part-time employees across a range of occupations, and the second study employed 66 full-time employees from a mining company in Australia. A series of hierarchical multiple regressions and moderated multiple regressions confirmed both hypotheses. Practical implications and future research directions are discussed.