Journal of Personnel Psychology

Applicant Perceptions of Initial Job Candidate Screening with Asynchronous Job Interviews: Does Personality Matter?

Love the Way You Lie

Game-Framing to Improve Applicant Perceptions of Cognitive Assessments

Understanding Older Workers’ Decisions to Participate in Voluntary Training Opportunities

Liar at first sight? Early impressions and interviewer judgments, attributions, and false perceptions of faking.

Not All Leaving Is Created Equal: Differentiating the Factors of Organizational and Occupational Turnover Intentions

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

Is It Possible to Improve Test Takers’ Perceptions of Ability Tests by Providing an Explanation?

Within-Subject Variability in Ingratiation as a Function of Self-Esteem and Time: A Dynamic Perspective

Daily Selection, Optimization, and Compensation Strategy Use and Innovative Performance: The Role of Job Autonomy and Time Pressure

The Influence of Job Candidates’ Physical Appearance on Interview Evaluations: A Prototype Matching Model

Development of an I-Deals Motivation and Management Measure

Measuring High-Quality Work Relationships: A Test of Model and Gender Invariance

Peer-Rated Organizational Citizenship Behavior

When Do Those High in Trait Self-Control Suffer From Strain?: The Interplay of Trait Self-Control and Multiple Stressors

Fit and Congruency: How Women and Men Self-Select Into Gender-Congruent Jobs

The paradox of leader-member exchange (LMX) differentiation: How treating followers differently can both enhance and impede employee performance.