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The Journal of Applied Psychology|September 8, 2011
Peer-based control in self-managing teams: linking rational and normative influence with individual and group performanceGreg L Stewart, Stephen H Courtright, Murray R BarrickThe Journal of Applied Psychology|March 28, 2002
Personality and job performance: test of the mediating effects of motivation among sales representativesMurray R Barrick, Greg L Stewart, Mike PiotrowskiThe Journal of Applied Psychology|August 20, 2010
Initial evaluations in the interview: relationships with subsequent interviewer evaluations and employment offersMurray R Barrick, Brian W Swider, Greg L StewartThe Journal of Applied Psychology|September 24, 2008
Exploring the handshake in employment interviewsGreg L Stewart, Susan L Dustin, Murray R Barrick, et al.The Journal of Applied Psychology|May 5, 2015
Structural interdependence in teams: An integrative framework and meta-analysisStephen H Courtright, Gary R Thurgood, Greg L Stewart, et al.The Journal of Applied Psychology|January 12, 2005
Reducing voluntary, avoidable turnover through selectionMurray R Barrick, Ryan D ZimmermanThe Journal of Applied Psychology|February 5, 2014
Fired up or burned out? How developmental challenge differentially impacts leader behaviorStephen H Courtright, Amy E Colbert, Daejeong ChoiThe Journal of Applied Psychology|December 9, 2014
Searching for the right fit: development of applicant person-organization fit perceptions during the recruitment processBrian W Swider, Ryan D Zimmerman, Murray R BarrickJournal of Personality|June 17, 2005
When opposites attract: a multi-sample demonstration of complementary person-team fit on extraversionAmy Kristof-Brown, Murray R Barrick, Cynthia Kay StevensThe Journal of Applied Psychology|March 30, 2011
Antecedents and consequences of psychological and team empowerment in organizations: a meta-analytic reviewScott E Seibert, Gang Wang, Stephen H CourtrightPageof 8