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The Journal of Applied Psychology|June 8, 2001
Personnel selection and the five-factor model: reexamining the effects of appplicant's frame of referenceD B Smith, P J Hanges, M W Dickson
The Journal of Applied Psychology|June 8, 2001
The role of justice in team member satisfaction with the leader and attachment to the teamJ M Phillips, E A Douthitt, M M Hyland
The Journal of Applied Psychology|November 13, 2019
Liar! Liar! (when stakes are higher): Understanding how the overclaiming technique can be used to measure faking in personnel selectionPatrick D Dunlop, Joshua S Bourdage, Reinout E de Vries, et al.
The Journal of Applied Psychology|December 10, 2019
Dispositional empathy, emotional display authenticity, and employee outcomesSherry S Y Aw, Remus Ilies, Irene E De Pater
The Journal of Applied Psychology|November 22, 2019
Episodic work-family conflict and strain: A dynamic perspectiveKimberly A French, Tammy D Allen
The Journal of Applied Psychology|March 13, 2020
The comparative effects of supervisor helping motives on newcomer adjustment and socialization outcomesAlex L Rubenstein, John D Kammeyer-Mueller, Tomas G Thundiyil
The Journal of Applied Psychology|March 13, 2020
What's on job seekers' social media sites? A content analysis and effects of structure on recruiter judgments and predictive validityLiwen Zhang, Chad H Van Iddekinge, John D Arnold, et al.
The Journal of Applied Psychology|January 11, 2019
General mental ability and goal type as antecedents of recurrent adaptive task performanceMichael Howe
The Journal of Applied Psychology|November 1, 2019
The double-edged sword of leader humility: Investigating when and why leader humility promotes versus inhibits subordinate devianceXin Qin, Chen Chen, Kai Chi Yam, et al.
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