J. Brett

Applied Psychology · with Atwater · 2001–2007

A researcher in the Science corpus: 4 papers; trusts 3 researchers and is trusted by 13 researchers here, as inferred from the citation graph.

Subfields

Whom J. Brett trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

  1. Leanne Atwater
  2. James W. Smither
  3. A. Eagly
  4. C. Carver
  5. M. London

Who trusts J. Brett overall

  1. Leanne Atwater
  2. Frederick Anseel
  3. P. D. Harms
  4. P. Levy
  5. James W. Smither
  6. B. Joo
  7. I. Jawahar
  8. S. Hannah
  9. Filip Lievens
  10. Seth M. Spain

Papers from J. Brett's perspective

Ordered by how strongly the researchers J. Brett trusts endorse each paper. Same corpus, a different order for every researcher.

  1. Attention and Self-Regulation: A Control-Theory Approach to Human Behavior
  2. The Effect of Upward Feedback on Managerial Behavior
  3. Role congruity theory of prejudice toward female leaders. (Psychology Review)
  4. AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES
  5. Predictors of attitudes toward a 360‐degree feedback system and involvement in post‐feedback management development activity
  6. The Social Context of Performance Appraisal: A Review and Framework for the Future
  7. The Relationship Between Leaders’ Personality and Their Reactions to and Use of Multisource Feedback
  8. Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. (Journal of Applied Psychology)
  9. DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS
  10. Feedback orientation, feedback culture, and the longitudinal performance management process

Their papers