عنوان مقاله
تجزیه و تحلیل واسطه‌ها در مدیریت نوآوری در کارکنان‌دانش هندی: نقش حمایت سرپرست تصورشده، قراردادهای روانشناختی، اهداف پاداش و به رسمیت‌شناختن و تمایل به ترک شغل
فهرست مطالب
مقدمه
چارچوب نظری و توسعه فرضیه ها
اندازه گیری ها
نتایج و بحث
نتیجه گیری
بخشی از مقاله
قرارداد روانشناختی
مفهومی‌سازی PC از ریشه‌های تاریخی در تئوری Barnard (1938) تعادل و تئوری Gouldner متقابل را شامل می‌شود. با رابطه کارفرما-کارمند تحت یک تغییر، و با رکور اقتصادی اخیر که اقتصاد جهانی را مورد هدف قرار داده‌است، ساختار PC به عنوان یک ناحیه مهم، به خصوص در شرایط سبک‌های اسنادی و فاصله‌های قدرتی برای مدیریت پژوهشی ظهورکرد.
کلمات کلیدی:
The International Journal of Human Resource Management Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rijh20 Mediator analysis in the management of innovation in Indian knowledge workers: the role of perceived supervisor support, psychological contract, reward and recognition and turnover intention Jyotsna Bhatnagara a Department of Human Resource Management, Management Development Institute, Gurgaon, India Published online: 18 Dec 2013. To cite this article: Jyotsna Bhatnagar , The International Journal of Human Resource Management (2013): Mediator analysis in the management of innovation in Indian knowledge workers: the role of perceived supervisor support, psychological contract, reward and recognition and turnover intention, The International Journal of Human Resource Management, DOI: 10.1080/09585192.2013.870312 To link to this article: http://dx.doi.org/10.1080/09585192.2013.870312 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors, and are not the views of or endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content. This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. Terms & Conditions of access and use can be found at http://www.tandfonline.com/page/termsand-conditions
