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The Journal of Applied Psychology|September 14, 2026
Adverse impact, job performance, and diversity outcomes of applicant attraction: A simulation and paradoxMatt Cho, Daniel A Newman, Chen Tang, et al.The Journal of Applied Psychology|September 17, 2026
How leaders respond to team time urgency diversity: A functional leadership perspectiveJiaxin Xue, Jinghao Zhang, Yuhui Li, et al.The Journal of Applied Psychology|September 17, 2026
Is the job-hopping penalty merited? Predicting selection decisions, turnover, and performance of job hoppersJake T Harrison, Emily D Campion, Chad H Van Iddekinge, et al.The Journal of Applied Psychology|August 25, 2001
Effects of trainer expressiveness, organization, and trainee goal orientation on training outcomesA J Towler, R L DipboyeThe Journal of Applied Psychology|August 25, 2001
A quantitative review of the guilty knowledge testV V MacLarenThe Journal of Applied Psychology|August 25, 2001
Use of situational judgment tests to predict job performance: a clarification of the literatureM A McDaniel, F P Morgeson, E B Finnegan, et al.The Journal of Applied Psychology|December 1, 1990
The structure of cockpit management attitudesS E Gregorich, R L Helmreich, J A WilhelmThe Journal of Applied Psychology|June 23, 2001
Traditional tests and job simulations: minority and majority performance and test validitiesN Schmitt, A E MillsThe Journal of Applied Psychology|June 23, 2001
Toward a theory of individual differences and leadership: understanding the motivation to leadK Y Chan, F DrasgowThe Journal of Applied Psychology|April 17, 2001
Looking forward and looking back: integrating completion and sunk-cost effects within an escalation-of-commitment progress decisionH MoonPageof 295