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Cited by 2 publications
(4 citation statements)
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“…On the one hand, the students reduced their use of reference documentation, and on the other hand they reduced the amount of time spent on revision. These observations are exactly in line with those found by researchers such as Jensen (2001), Liparini Campos (2005) and Pym (2009). And we certainly echo Pym's observation that these findings are hardly surprising (Pym 2009: 150).…”
Section: Discussionsupporting
confidence: 82%
See 2 more Smart Citations
“…On the one hand, the students reduced their use of reference documentation, and on the other hand they reduced the amount of time spent on revision. These observations are exactly in line with those found by researchers such as Jensen (2001), Liparini Campos (2005) and Pym (2009). And we certainly echo Pym's observation that these findings are hardly surprising (Pym 2009: 150).…”
Section: Discussionsupporting
confidence: 82%
“…Additionally, when they were working on a tight deadline, both professional and novice translators spent less time on initial orientation and virtually abandoned end-revision, and they consulted fewer resources. Liparini Campos (2005) investigated the effects of time pressure on the cognitive process of five novice translators and corroborated Jensen's (2001) findings with respect to time spent on orientation and revision phases, suggesting that time pressure has an impact both on the translation process and product. In Liparini Campos' study, when translating under time pressure, novice translators showed a tendency to reduce recursiveness during online revision and had no end-revision phase, which may explain why some texts produced under time pressure presented problems related to changes in their cohesive ties and to the maintenance of thematic progression.…”
Section: The Need For Speedsupporting
confidence: 51%
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“…Em função do descontentamento da sociedade brasileira, a pressão social sobre os órgãos e sobre os trabalhadores do Judiciário tem sido intensa. Entretanto, sabe-se que a resistência dos trabalhadores é finita, e a pressão e a sobrecarga excessivas não estão relacionadas ao aumento da produtividade (Campos, 2008;Putkonen, 2009). Além de não favorecer o aumento da produtividade, o excesso de pressão e sobrecarga pode contribuir para o adoecimento do trabalhador, comprometendo o desempenho e o alcance da missão organizacional (Carvalho & Moraes, 2011).…”
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