A. C. Charles

Applied Psychology · 2007

A researcher in the Science corpus: 1 paper; trusts 4 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

Whom A. C. Charles trusts overall

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

  1. J. Brett

Papers from A. C. Charles's perspective

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

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

Their papers