Murray R Barrick
Affiliation: Texas A and M University
- What you see may not be what you get: relationships among self-presentation tactics and ratings of interview and job performanceMurray 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...
- Initial evaluations in the interview: relationships with subsequent interviewer evaluations and employment offersMurray 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....
- Personality and job performance: test of the mediating effects of motivation among sales representativesMurray 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...
- Peer-based control in self-managing teams: linking rational and normative influence with individual and group performanceGreg 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...
- Managing and creating an image in the interview: the role of interviewee initial impressionsBrian 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...
- The interactive effects of conscientiousness and agreeableness on job performanceL 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...