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101.
J. Stanley Gray 《Quarterly Journal of Speech》2013,99(1):36-43
This essay argues that Bitzer's situational theory provides non‐deterministic causal explanations of rhetoric by recognizing the operation of external and internal factors upon rhetors and audiences, including the necessary role of perception. Understood in this way, the theory accounts for forms of rhetorical creativity through the definition of controlling elements of situations, for the production of rhetoric as purposive action, and for the degree of accuracy or clarity with which observable features of situations have been interpreted. 相似文献
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This is the third of three studies using complementary designs to investigate the effects of teacher attire on student perceptions of instructors and instruction in contemporary college classrooms. In line with Studies One and Two, modest effects of attire on perceptions of extroversion and competence were found; however, previous conclusions that instructor attire has little meaningful, predictable effect on ratings of attributes related to either approachability or credibility were reinforced. Student judgements of such attributes were influenced far more by teacher use of immediacy behaviors than by attire. In particular, positive effects resulting from teachers’ choice of formal professional attire were not supported. This is the final study in a three‐part series designed to investigate the implications of instructor attire in the contemporary college classroom. Interest in this topic was sparked by collegial conversations regarding advice for new teaching assistants: What can they do to enhance credibility, approachability, and teacher evaluations? Does what they wear make a difference? 相似文献
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Stanley E. Ridley 《Performance Improvement》2007,46(5):30-35
The human factors approach (HFA) is proposed as a valid, reliable, and cost‐effective method for generating and selecting job performance elements (JPEs) to be rated in employee performance appraisals. One basic set of JPEs can and should be used to appraise all employees' performance. The HFA is based principally on a simple question: What are the most critical or important things humans can produce/do at work that maximize employee and organizational performance? 相似文献
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