Pub Date : 2022-07-25DOI: 10.1080/08959285.2022.2102635
Alissa C. Fleming, Kimberly E. O'Brien, S. Steele, Kyle C. Scherr
ABSTRACT Although seminal research on counterproductive work behavior (CWB) included a seriousness dimension, there has been little investigation of the factors that determine seriousness perceptions and on the relevance of seriousness perceptions for responses to CWB (e.g., sanctions). Study 1 showed that organizationally-targeted CWBs were rated as more serious than interpersonally-targeted CWBs. Degree of harm and CWB motive (personal gain vs. prosocial) were not significantly related to seriousness ratings. In Study 2, minor CWBs resulted in less severe sanctions than more serious CWBs; this effect was greater for informal sanctions than for formal sanctions. Identifying the factors that determine perceptions of seriousness can develop our understanding of the nature of CWB, inform CWB prevention initiatives, and help prevent discriminatory application of sanctions.
{"title":"An Investigation of the Nature and Consequences of Counterproductive Work Behavior","authors":"Alissa C. Fleming, Kimberly E. O'Brien, S. Steele, Kyle C. Scherr","doi":"10.1080/08959285.2022.2102635","DOIUrl":"https://doi.org/10.1080/08959285.2022.2102635","url":null,"abstract":"ABSTRACT Although seminal research on counterproductive work behavior (CWB) included a seriousness dimension, there has been little investigation of the factors that determine seriousness perceptions and on the relevance of seriousness perceptions for responses to CWB (e.g., sanctions). Study 1 showed that organizationally-targeted CWBs were rated as more serious than interpersonally-targeted CWBs. Degree of harm and CWB motive (personal gain vs. prosocial) were not significantly related to seriousness ratings. In Study 2, minor CWBs resulted in less severe sanctions than more serious CWBs; this effect was greater for informal sanctions than for formal sanctions. Identifying the factors that determine perceptions of seriousness can develop our understanding of the nature of CWB, inform CWB prevention initiatives, and help prevent discriminatory application of sanctions.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"178 - 192"},"PeriodicalIF":2.2,"publicationDate":"2022-07-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44834265","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-11DOI: 10.1080/08959285.2022.2050234
C. S. Halliday, Samantha C. Paustian‐Underdahl, C. Stride, Haiyan Zhang
ABSTRACT Despite the efforts to increase female representation in male-dominated occupations, many organizations are still challenged by a female talent shortage and high turnover in such jobs. We look at perceived supervisor support (PSS) as one factor that may reduce turnover intentions of female employees in male-dominated occupations via enhanced perceptions of psychological safety. Further, we integrate social exchange and social identity theories, with research on cross-cultural management, to develop and test a moderated mediation model in which the relationship between PSS and employee turnover intentions via psychological safety is conditional on employee gender and national levels of gender equality, utilizing a sample of 5,578 R&D employees across 24 countries. Our findings have theoretical and practical implications for retaining female employees in male-dominated occupations across the globe.
{"title":"Retaining Women in Male-Dominated Occupations across Cultures: The Role of Supervisor Support and Psychological Safety","authors":"C. S. Halliday, Samantha C. Paustian‐Underdahl, C. Stride, Haiyan Zhang","doi":"10.1080/08959285.2022.2050234","DOIUrl":"https://doi.org/10.1080/08959285.2022.2050234","url":null,"abstract":"ABSTRACT Despite the efforts to increase female representation in male-dominated occupations, many organizations are still challenged by a female talent shortage and high turnover in such jobs. We look at perceived supervisor support (PSS) as one factor that may reduce turnover intentions of female employees in male-dominated occupations via enhanced perceptions of psychological safety. Further, we integrate social exchange and social identity theories, with research on cross-cultural management, to develop and test a moderated mediation model in which the relationship between PSS and employee turnover intentions via psychological safety is conditional on employee gender and national levels of gender equality, utilizing a sample of 5,578 R&D employees across 24 countries. Our findings have theoretical and practical implications for retaining female employees in male-dominated occupations across the globe.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"156 - 177"},"PeriodicalIF":2.2,"publicationDate":"2022-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44994437","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-10DOI: 10.1080/08959285.2022.2038171
A. Rego, A. Vitória, M. P. e Cunha, Bradley P. Owens, A. Ventura, S. Leal, C. Valverde, Rui Lourenço-Gil
ABSTRACT In spite of a growing interest for improvisation in organizations, the microfoundations of improvisation have not been theorized yet. Exploring these microfoundations, we study how employees’ psychological capital (PsyCap) acts as a critical cluster of resources to face improvisational challenges and how leaders who convey grit (operationalized as perseverance of effort: Grit-PE), counterbalanced with humility, create conditions to develop those resources. By building upon the conservation of resources and the dual-systems model of self-regulation theories, our empirical studies suggest that the interaction between two leader-conveyed resources (Grit-PE and humility) creates a contextual resource that helps employees develop PsyCap, thus making them more likely to improvise. The positive effect of high Grit-PE in leaders on employees’ improvisation materializes mainly when leaders also are humble.
{"title":"Employees’ Improvisational Behavior: Exploring the Role of Leader Grit and Humility","authors":"A. Rego, A. Vitória, M. P. e Cunha, Bradley P. Owens, A. Ventura, S. Leal, C. Valverde, Rui Lourenço-Gil","doi":"10.1080/08959285.2022.2038171","DOIUrl":"https://doi.org/10.1080/08959285.2022.2038171","url":null,"abstract":"ABSTRACT In spite of a growing interest for improvisation in organizations, the microfoundations of improvisation have not been theorized yet. Exploring these microfoundations, we study how employees’ psychological capital (PsyCap) acts as a critical cluster of resources to face improvisational challenges and how leaders who convey grit (operationalized as perseverance of effort: Grit-PE), counterbalanced with humility, create conditions to develop those resources. By building upon the conservation of resources and the dual-systems model of self-regulation theories, our empirical studies suggest that the interaction between two leader-conveyed resources (Grit-PE and humility) creates a contextual resource that helps employees develop PsyCap, thus making them more likely to improvise. The positive effect of high Grit-PE in leaders on employees’ improvisation materializes mainly when leaders also are humble.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"113 - 138"},"PeriodicalIF":2.2,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49476233","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-06DOI: 10.1080/08959285.2022.2047686
Kevin S. Cruz, Thomas J. Zagenczyk, Stacey R. Kessler
ABSTRACT Organizational leaders seek to cultivate close relationships among employees to positively impact employees’ workplace behaviors. However, to leaders’ detriment, they often do so without focusing on employees’ relationships with the organization itself. Grounded in social exchange theory and conservation of resources theory, we hypothesize that employees’ perceptions of their relationships with their organizations, in the forms of psychological contract breach (PCB) and perceived organizational support (POS), impact their behaviors (deviance and citizenship) toward their coworkers, even when employees have stronger relationships with their coworkers. Results from a sample of 266 employees across two time points suggest that employees who perceive a more positive relationship with their employers (i.e., lower PCB or higher POS) engage in more deviant behaviors toward their coworkers when they have stronger relationships with their coworkers. In contrast, employees engage in fewer deviant behaviors toward their coworkers when they perceive a more negative relationship with their employers (i.e., higher PCB or lower POS). We find no such effects for citizenship behaviors toward coworkers. We believe these results suggest that there may be different theoretical processes operating for interpersonal deviance and interpersonal citizenship toward coworkers.
{"title":"You, Me, and the Organization Makes Three: The Organization’s (Adverse) Effect on Relationships among Coworkers","authors":"Kevin S. Cruz, Thomas J. Zagenczyk, Stacey R. Kessler","doi":"10.1080/08959285.2022.2047686","DOIUrl":"https://doi.org/10.1080/08959285.2022.2047686","url":null,"abstract":"ABSTRACT Organizational leaders seek to cultivate close relationships among employees to positively impact employees’ workplace behaviors. However, to leaders’ detriment, they often do so without focusing on employees’ relationships with the organization itself. Grounded in social exchange theory and conservation of resources theory, we hypothesize that employees’ perceptions of their relationships with their organizations, in the forms of psychological contract breach (PCB) and perceived organizational support (POS), impact their behaviors (deviance and citizenship) toward their coworkers, even when employees have stronger relationships with their coworkers. Results from a sample of 266 employees across two time points suggest that employees who perceive a more positive relationship with their employers (i.e., lower PCB or higher POS) engage in more deviant behaviors toward their coworkers when they have stronger relationships with their coworkers. In contrast, employees engage in fewer deviant behaviors toward their coworkers when they perceive a more negative relationship with their employers (i.e., higher PCB or lower POS). We find no such effects for citizenship behaviors toward coworkers. We believe these results suggest that there may be different theoretical processes operating for interpersonal deviance and interpersonal citizenship toward coworkers.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"139 - 155"},"PeriodicalIF":2.2,"publicationDate":"2022-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44283061","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Introduction to the Special Issue. Personality and the Prediction of Job Performance: More Than the Big Five","authors":"W. C. Borman","doi":"10.4324/9780203764398-1","DOIUrl":"https://doi.org/10.4324/9780203764398-1","url":null,"abstract":"","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"1 1","pages":""},"PeriodicalIF":2.2,"publicationDate":"2022-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47577467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-25DOI: 10.1080/08959285.2022.2032069
L. Liang, C. Coulombe, Sarah Skyvington, Douglas J. Brown, Lance Ferris, Huiwen Lian
ABSTRACT Abusive supervision research demonstrates that subordinates often engage in deviance following abuse despite the negative consequences of doing so. Drawing on moral licensing theory, we propose that the relationship between abusive supervision and deviance is moderated by the extent to which subordinates perform positive voluntary work behaviors. We further suggest that moral disengagement moderates this moral licensing effect and that this relationship will hold when controlling for social exchange principles. In Study 1, we found that the relationship between abusive supervision and organizational deviance was strengthened by high organizational citizenship behavior (OCB) and was not significant at low levels of OCB. In Study 2, we found that the moral licensing effect was strengthened in individuals with a propensity to morally disengage, even when controlling for negative reciprocity beliefs and social exchange orientation. Implications for moral licensing and abusive supervision research are discussed.
{"title":"License to Retaliate: Good Deeds as a Moral License for Misdeeds in Reaction to Abusive Supervision","authors":"L. Liang, C. Coulombe, Sarah Skyvington, Douglas J. Brown, Lance Ferris, Huiwen Lian","doi":"10.1080/08959285.2022.2032069","DOIUrl":"https://doi.org/10.1080/08959285.2022.2032069","url":null,"abstract":"ABSTRACT Abusive supervision research demonstrates that subordinates often engage in deviance following abuse despite the negative consequences of doing so. Drawing on moral licensing theory, we propose that the relationship between abusive supervision and deviance is moderated by the extent to which subordinates perform positive voluntary work behaviors. We further suggest that moral disengagement moderates this moral licensing effect and that this relationship will hold when controlling for social exchange principles. In Study 1, we found that the relationship between abusive supervision and organizational deviance was strengthened by high organizational citizenship behavior (OCB) and was not significant at low levels of OCB. In Study 2, we found that the moral licensing effect was strengthened in individuals with a propensity to morally disengage, even when controlling for negative reciprocity beliefs and social exchange orientation. Implications for moral licensing and abusive supervision research are discussed.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"94 - 112"},"PeriodicalIF":2.2,"publicationDate":"2022-01-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46962531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-10DOI: 10.1080/08959285.2021.2023876
Andrew P. Tenbrink, Andrew B. Speer
ABSTRACT The purpose of the current study was to create and validate a new measure of rater accountability (RA) for use in performance appraisal (PA) contexts. Previous research has identified the accountability audience as an important moderator of the effects of RA that existing measures do not consider. This new measure of RA, the Rater Accountability Scale (RAS), was developed to capture accountability pressures from different audiences. Across two studies that sampled current managers, the RAS scores achieved adequate fit and acceptable reliability. Initial construct-related validity evidence was collected by exploring relationships with convergent measures, rater characteristics, and appraisal outcomes. Overall, these findings provide support for the use of the RAS in research and applied settings while also helping to build the nomological network of RA.
{"title":"Accountability during Performance Appraisals: The Development and Validation of the Rater Accountability Scale","authors":"Andrew P. Tenbrink, Andrew B. Speer","doi":"10.1080/08959285.2021.2023876","DOIUrl":"https://doi.org/10.1080/08959285.2021.2023876","url":null,"abstract":"ABSTRACT The purpose of the current study was to create and validate a new measure of rater accountability (RA) for use in performance appraisal (PA) contexts. Previous research has identified the accountability audience as an important moderator of the effects of RA that existing measures do not consider. This new measure of RA, the Rater Accountability Scale (RAS), was developed to capture accountability pressures from different audiences. Across two studies that sampled current managers, the RAS scores achieved adequate fit and acceptable reliability. Initial construct-related validity evidence was collected by exploring relationships with convergent measures, rater characteristics, and appraisal outcomes. Overall, these findings provide support for the use of the RAS in research and applied settings while also helping to build the nomological network of RA.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"1 - 23"},"PeriodicalIF":2.2,"publicationDate":"2022-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47193200","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-01-09DOI: 10.1080/08959285.2021.2023875
Manuela Priesemuth, Marshall Schminke, Bailey A. Bigelow, Marie S. Mitchell
ABSTRACT Abusive supervision is costly for organizations because it promotes employee deviance. In this paper, we argue that workplace structure plays a critical role in determining the strength of the relationship between abuse and interpersonal deviance on part of victims. However, theory offers contrasting views of this effect. One view suggests that formalized structures provide clear direction and strict guidance on subordinates’ work behaviors, thereby mitigating deviant reactions to abusive supervision. In contrast, a second perspective postulates that formalized structures further burden employees, thereby heightening aggressive reactions to abuse. Results from Study 1 support the mitigating effect of structure. Study 2 replicates and extends these findings by showing that role ambiguity is the underlying psychological mechanism through which formalization lessens employee deviant responses to abuse.
{"title":"A Light at the End of the Tunnel: How the Right Workplace Structure Can Help Disrupt the Negative Impact of Abusive Supervision","authors":"Manuela Priesemuth, Marshall Schminke, Bailey A. Bigelow, Marie S. Mitchell","doi":"10.1080/08959285.2021.2023875","DOIUrl":"https://doi.org/10.1080/08959285.2021.2023875","url":null,"abstract":"ABSTRACT Abusive supervision is costly for organizations because it promotes employee deviance. In this paper, we argue that workplace structure plays a critical role in determining the strength of the relationship between abuse and interpersonal deviance on part of victims. However, theory offers contrasting views of this effect. One view suggests that formalized structures provide clear direction and strict guidance on subordinates’ work behaviors, thereby mitigating deviant reactions to abusive supervision. In contrast, a second perspective postulates that formalized structures further burden employees, thereby heightening aggressive reactions to abuse. Results from Study 1 support the mitigating effect of structure. Study 2 replicates and extends these findings by showing that role ambiguity is the underlying psychological mechanism through which formalization lessens employee deviant responses to abuse.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"71 - 93"},"PeriodicalIF":2.2,"publicationDate":"2022-01-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49481243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-25DOI: 10.1080/08959285.2021.1998062
S. Winton, Andrea Cornelius, Matthew J. Grawitch
ABSTRACT This two-study investigation utilized two popular engagement measures, the Utrecht Work Engagement Scale (UWES) and the Shirom-Melamed Vigor Measure (SMVM), to explore how facets of state-affective experience related to discrete behavioral outcomes by distinguishing proactive from contextual and in-role behavior. Two independent samples of working adults were used to test various structural models across Study 1 and Study 2, with Study 2 examining behaviors at different time lags (i.e., one-week and one-month). The findings indicated that aspects of engagement signifying a cognitive immersion in work may have unique associations with proactive behaviors such as taking charge. We concluded that these findings provide a deeper understanding of how facets of engagement relate to distinct performance outcomes, as well as how these relationships hold across time.
{"title":"Providing Context to the Engagement-Behavior Linkage: A Facet-Level Examination","authors":"S. Winton, Andrea Cornelius, Matthew J. Grawitch","doi":"10.1080/08959285.2021.1998062","DOIUrl":"https://doi.org/10.1080/08959285.2021.1998062","url":null,"abstract":"ABSTRACT This two-study investigation utilized two popular engagement measures, the Utrecht Work Engagement Scale (UWES) and the Shirom-Melamed Vigor Measure (SMVM), to explore how facets of state-affective experience related to discrete behavioral outcomes by distinguishing proactive from contextual and in-role behavior. Two independent samples of working adults were used to test various structural models across Study 1 and Study 2, with Study 2 examining behaviors at different time lags (i.e., one-week and one-month). The findings indicated that aspects of engagement signifying a cognitive immersion in work may have unique associations with proactive behaviors such as taking charge. We concluded that these findings provide a deeper understanding of how facets of engagement relate to distinct performance outcomes, as well as how these relationships hold across time.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"48 - 70"},"PeriodicalIF":2.2,"publicationDate":"2021-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44815141","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-11-02DOI: 10.1080/08959285.2021.1998060
Kathryn Ostermeier, Danielle Cooper, Miguel P Caldas
ABSTRACT We propose and test the construct of psychological authenticity climate, which we define as a psychological climate where employees perceive that their organization encourages and provides a safe environment for them to express their personal identities at work. Through a 4-study design spanning two countries (United States and Brazil), we establish relationships between psychological authenticity climate and organizationally relevant employee outcomes. In Study 1 and Study 2 we assess the measurement validity of our proposed measure. In Studies 3a and 3b (n = 282; n = 188), we assess the predictive validity of our construct and test our hypothesized model across two time points. Results indicate overall support for our model, with psychological authenticity climate affecting key outcomes like organizational citizenship behaviors (OCBs), job satisfaction, and job burnout through organizational identification (OID).
{"title":"Can I Be Who I Am? Psychological Authenticity Climate And Employee Outcomes","authors":"Kathryn Ostermeier, Danielle Cooper, Miguel P Caldas","doi":"10.1080/08959285.2021.1998060","DOIUrl":"https://doi.org/10.1080/08959285.2021.1998060","url":null,"abstract":"ABSTRACT We propose and test the construct of psychological authenticity climate, which we define as a psychological climate where employees perceive that their organization encourages and provides a safe environment for them to express their personal identities at work. Through a 4-study design spanning two countries (United States and Brazil), we establish relationships between psychological authenticity climate and organizationally relevant employee outcomes. In Study 1 and Study 2 we assess the measurement validity of our proposed measure. In Studies 3a and 3b (n = 282; n = 188), we assess the predictive validity of our construct and test our hypothesized model across two time points. Results indicate overall support for our model, with psychological authenticity climate affecting key outcomes like organizational citizenship behaviors (OCBs), job satisfaction, and job burnout through organizational identification (OID).","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"1 - 30"},"PeriodicalIF":2.2,"publicationDate":"2021-11-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46845917","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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