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The Journal of Applied Psychology|September 15, 2010
Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic testEean R Crawford, Jeffery A Lepine, Bruce Louis RichThe Journal of Applied Psychology|September 15, 2010
Dual processing and organizational justice: the role of rational versus experiential processing in third-party reactions to workplace mistreatmentDaniel P Skarlicki, Deborah E RuppThe Journal of Applied Psychology|February 4, 2009
The popularity contest at work: who wins, why, and what do they receive?Brent A Scott, Timothy A JudgeThe Journal of Applied Psychology|February 4, 2009
Developing a theory of the strategic core of teams: a role composition model of team performanceStephen E Humphrey, Frederick P Morgeson, Michael J MannorThe Journal of Applied Psychology|February 4, 2009
Managing diversity and enhancing team outcomes: the promise of transformational leadershipEric Kearney, Diether GebertThe Journal of Applied Psychology|February 4, 2009
Transfer of management training from alternative perspectivesPaul J Taylor, Darlene F Russ-Eft, Hazel TaylorThe Journal of Applied Psychology|February 4, 2009
When do fair procedures not matter? A test of the identity violation effectDavid M Mayer, Rebecca L Greenbaum, Maribeth Kuenzi, et al.The Journal of Applied Psychology|February 4, 2009
Performance in intercultural interactions at work: cross-cultural differences in response to behavioral mirroringJeffrey Sanchez-Burks, Caroline A Bartel, Sally BlountThe Journal of Applied Psychology|February 4, 2009
Effects of customization on application decisions and applicant pool characteristics in a web-based recruitment contextBrian R Dineen, Raymond A NoeThe Journal of Applied Psychology|April 6, 2011
Designing Pareto-optimal selection systems: formalizing the decisions required for selection system developmentWilfried De Corte, Paul R Sackett, Filip LievensPageof 294