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The impact of personality and self-efficacy on academic and military performance: The mediating role of self-efficacy

job performance: a meta-analysis. Personel psychology, 44, 1-26. Barrick, M. R., Mount, M. K., & Judge, T. A. (2001). Personality and Performance at the Beginning of the New Millennium: What Do We Know and Where Do We Go Next. International Journal of Selection and Assessment, 9 (1/2), 9-30. Brown, S. D., Lent, R. W., Telander, K., & Tramayne, S. (2011). Social cognitive career theory, conscientiousness, and work performance: A meta-analytic path analyses. Journal of Vocational Behavior, 79, 81-90. doi: 10.1016/j.jvb.2010

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Examining the relationship between personality, organizational political skill and perceived team performance in a multinational military staff exercise context

1 Introduction Military staff work is composed of the contributions of several smaller teams that are interdependent upon each other for the functioning level of the whole staff. Hittle and DeWitt (2012) note that higher-level staffs are comprised of smaller teams, which include staff members that encompass specialty skill sets, in order to reach greater results than one individual could do on their own. Therefore, considerable focus is placed upon the functioning levels of teams. Team performance is one of several factors that is often evaluated and

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Stressors, social support and military performance in a modern war scenario

References Bandura, A. (1997). Self-efficacy. The exercise of control. New York: Freeman and Company Bliese, P.D., & Britt, T.W. (2001). Social Support, group consensus and stressor-strain relationship: Social context matters. Journal of Organizational Behavior, 22, 425-436. Britt, T., Castro, C., & Adler, A. (2006). Military Life: The psychology of serving in peace and combat: Vol. 1. Military performance. Westport, CT: Praeger Britt, T.W., Davison, J., Bliese, P.D, & Castro, C.A. (2004). How

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Employing Human Performance Optimization Initiatives from Historically Black Colleges and Universities: The Case of the U.S. Military

Press, June 24. Berwick, D.M. 2002. A User’s Manual for the IoM’s ‘Quality Chasm’ Report. Health Affairs, 21, 3, 60-87. Betancourt, J.R., Green, A.R., Carillo, J.E., and Park, E.R. 2005. Cultural Competence and Health Care Disparities: Key Perspectives on Trends. Health Affairs, 24, 499-505. Bigard, Xavier., Koulmann, Natalie., Banzet, Sebastien., Sanchez, Herve., and Malgoyre, Alexandra. 2009. Are There Ethical Limitations for Improving Physical Performance in Soldiers? The Research and Technology (RTO) Organisation

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Examining The Impact of Personality and Situational Factors on Decision Making Among Military Staffs

References Barrick, M. R., & Mount, M. K. (2005). Yes, personality matters: Moving on to more important matters. Human Performance, 18(4), 359-372. Bolman, L. G., & Deal, T. E. (2003). Reframing organizations: Artistry, choice and leadership. New York: John Wiley & Sons, Inc. Buss, D. M. (1999). Evolutionary psychology: The new science of the mind. Boston: Allyn and Bacon. Bäccman, C., & Carlstedt, B. (2010). A construct validation of a profession-focused personality questionnaire (PQ) versus the

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The moderating influence of self-efficacy on interoceptive ability and counterintuitive decision making in officer cadets

task-relevant information (e.g., judging a person’s trustworthiness in social interaction, making use of previous implicit learning processes). However, intuitive decision-making can also impair task performance and give rise to irrational and counterproductive decisions where emotional information is task irrelevant and captures needed attentional resources. For the sake of improved task performance in settings where emotional information is task irrelevant, intuition needs to be actively overcome ( Alter et al. 2007 ). Military personnel operating in cyber

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The influence of military identity on work engagement and burnout in the norwegian army rapid reaction force

References Adler, A. B., Thomas, J. L., & Castro, C. A. (2005). Measuring up: Comparing self-reports with unit records for assessing soldier performance. Military Psychology, 17, 3-24. Bartone, P. T., Snook, S. A., & Tremble, T. R. (2002). Cognitive and personality predictors of leader performance in West Point cadets. Military Psychology, 14, 321-338. doi: 10.1207/S15327876MP1404_6 Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into an organization. Harvard Business Review, Summer, 47

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Measuring military university Students’ motivational goals in the domain of physical exercise

1 Introduction Research on motivational goals, in terms of studies on achievement goals and goal orientations (for reviews, refer Urdan 1997 ; Pintrich 2003 ; Maehr and Zusho 2009 ; Wigfield and Cambria 2010 ), focuses on learners’ reasons for engaging in achievement-related situations. Such goal preferences are related to learning, affect and other educationally relevant outcomes (e.g. Kaplan and Maehr 2007 ). Originally, achievement goal research focused on the goals that students prefer in performance situations ( Dweck and Elliot 1983 ) or

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The evaluation of the positioning accuracy of the EGNOS and DGPS systems based on the long-term measurements in the years 2006–2014

Maritime Research” Vol. 16, issue 4, pp. 57-61. Grall P., Specht C., 2011, Ocena porównawcza standardów SPS systemu GPS w aspekcie dokładności określenia pozycji. „Zeszyty Naukowe AMW” no. 3 (186), pp. 43-56. IALA, 2004, Recommendation R-121 on the Performance and Monitoring of DGNSS Services in the Frequency Band 283.5 - 325 kHz. Edition 1.1. Merrigan M.J., Swift E.R., Wong R.F., Saffel J.T., 2002, A Refinement to the World Geodetic System 1984 Reference Frame. Proceedings of the 15th International Technical Meeting of the

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Bayesian belief network for assessing impact of factors on army’s lean–agile replenishment system

problems. The author highlights that the problem can be tackled by focusing on known solutions, i.e. (a) improvement in shipment visibility; (b) improved collaboration between trading partners and across enterprises; and (c) better forecasting through risk-pooling methods. Vendor-managed inventory (VMI) is a tool widely used in industry to cut costs and increase efficiency. Evidence has shown that VMIs can improve supply chain performance by decreasing inventory levels and increasing fill rates ( Yao et al. 2007 ). Achabal et al. (2000) state that the VMI system

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