Murray R Barrick

Summary

Affiliation: Texas A and M University
Country: USA

Publications

  1. doi request reprint What you see may not be what you get: relationships among self-presentation tactics and ratings of interview and job performance
    Murray R Barrick
    Mays Business School, Texas A and M University, College Station, TX 77843 4221, USA
    J Appl Psychol 94:1394-411. 2009
  2. doi request reprint Initial evaluations in the interview: relationships with subsequent interviewer evaluations and employment offers
    Murray R Barrick
    Department of Management, Mays Business School, Texas A and M University, College Station, TX 77843, USA
    J Appl Psychol 95:1163-72. 2010
  3. ncbi request reprint Personality and job performance: test of the mediating effects of motivation among sales representatives
    Murray R Barrick
    Department of Management, Michigan State University Eli Broad Graduate School of Management, USA
    J Appl Psychol 87:43-51. 2002
  4. doi request reprint Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance
    Greg L Stewart
    Department of Management, University of Iowa, Iowa City, IA 52242 1000, USA
    J Appl Psychol 97:435-47. 2012
  5. doi request reprint Managing and creating an image in the interview: the role of interviewee initial impressions
    Brian W Swider
    Department of Management, Mays Business School, Texas A and M University, College Station, TX 77843 4221, USA
    J Appl Psychol 96:1275-88. 2011
  6. ncbi request reprint The interactive effects of conscientiousness and agreeableness on job performance
    L A Witt
    Department of Management, University of New Orleans, Louisiana 70148 1560, USA
    J Appl Psychol 87:164-9. 2002

Detail Information

Publications6

  1. doi request reprint What you see may not be what you get: relationships among self-presentation tactics and ratings of interview and job performance
    Murray R Barrick
    Mays Business School, Texas A and M University, College Station, TX 77843 4221, USA
    J Appl Psychol 94:1394-411. 2009
    ..Additionally and surprisingly, moderator analyses of these relationships found that the type of research design (experimental vs. field) does not moderate these findings...
  2. doi request reprint Initial evaluations in the interview: relationships with subsequent interviewer evaluations and employment offers
    Murray R Barrick
    Department of Management, Mays Business School, Texas A and M University, College Station, TX 77843, USA
    J Appl Psychol 95:1163-72. 2010
    ....
  3. ncbi request reprint Personality and job performance: test of the mediating effects of motivation among sales representatives
    Murray R Barrick
    Department of Management, Michigan State University Eli Broad Graduate School of Management, USA
    J Appl Psychol 87:43-51. 2002
    ..Although Agreeableness was related to striving for communion, neither Agreeableness nor communion striving was related to success in this sales job. The importance of the proposed motivational orientations model is discussed...
  4. doi request reprint Peer-based control in self-managing teams: linking rational and normative influence with individual and group performance
    Greg L Stewart
    Department of Management, University of Iowa, Iowa City, IA 52242 1000, USA
    J Appl Psychol 97:435-47. 2012
    ..Increased peer-based rational control corresponded with higher individual and collective performance in teams with low cohesion, but the positive effects on performance were attenuated in cohesive teams...
  5. doi request reprint Managing and creating an image in the interview: the role of interviewee initial impressions
    Brian W Swider
    Department of Management, Mays Business School, Texas A and M University, College Station, TX 77843 4221, USA
    J Appl Psychol 96:1275-88. 2011
    ..04 to .10). Interviewees who perceived they were seen as less suitable during rapport building were more effective when using any of the 3 impression management tactics...
  6. ncbi request reprint The interactive effects of conscientiousness and agreeableness on job performance
    L A Witt
    Department of Management, University of New Orleans, Louisiana 70148 1560, USA
    J Appl Psychol 87:164-9. 2002
    ..Overall, the results show that highly conscientious workers who lack interpersonal sensitivity may be ineffective, particularly in jobs requiring cooperative interchange with others...