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The Journal of Applied Psychology|June 20, 2003
Why managers should care about fairness: the effects of aggregate justice perceptions on organizational outcomesTony Simons, Quinetta Roberson
The Journal of Applied Psychology|June 20, 2003
A personality trait-based interactionist model of job performanceRobert P Tett, Dawn D Burnett
The Journal of Applied Psychology|November 12, 2021
Resilience in organization-related research: An integrative conceptual review across disciplines and levels of analysisSebastian Raetze, Stephanie Duchek, M Travis Maynard, et al.
The Journal of Applied Psychology|November 12, 2021
Protecting their turf: When and why supervisors undermine employee boundary spanningJulija N Mell, Eric Quintane, Giles Hirst, et al.
The Journal of Applied Psychology|November 12, 2021
The (in)congruence effect of leaders' narcissism identity and reputation on performance: A socioanalytic multistakeholder perspectiveJeremy B Bernerth, Min Z Carter, Michael S Cole
The Journal of Applied Psychology|December 2, 2021
Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-settingKristen M Shockley, Tammy D Allen, Hope Dodd, et al.
The Journal of Applied Psychology|December 2, 2021
Teamwork in the time of COVID-19: Creating, dissolving, and reactivating network ties in response to a crisisY Jasmine Wu, Brennan Antone, Arshya Srinivas, et al.
The Journal of Applied Psychology|March 8, 2019
Ethical leadership as a substitute for justice enactment: An information-processing perspectiveJoel Koopman, Brent A Scott, Fadel K Matta, et al.
The Journal of Applied Psychology|March 26, 2019
Using machine learning to translate applicant work history into predictors of performance and turnoverSima Sajjadiani, Aaron J Sojourner, John D Kammeyer-Mueller, et al.
The Journal of Applied Psychology|August 27, 2019
It hurts me too! (or not?): Exploring the negative implications for abusive bossesManuela Priesemuth, Bailey Bigelow
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