H. Cooper–Thomas

Organizational Behavior and Human Resource Management · 2002–2014

A researcher in the Science corpus: 10 papers; trusts 30 researchers and is trusted by 7 researchers here, as inferred from the citation graph.

Subfields

Whom H. Cooper–Thomas trusts overall

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

  1. Wilmar B. Schaufeli
  2. Sabine Sonnentag
  3. A. Saks
  4. Arnold B. Bakker
  5. Staale Einarsen
  6. Denise Salin
  7. Marisa Salanova
  8. Jamie A. Gruman
  9. H. Hoel
  10. Daniel M. Cable

Who trusts H. Cooper–Thomas overall

  1. David G. Allen
  2. A. Saks
  3. Blake E. Ashforth
  4. David M. Sluss
  5. H. Klein
  6. Corine Boon
  7. T. Bauer
  8. Jamie A. Gruman
  9. Cathrine Filstad
  10. Neil Anderson

Papers from H. Cooper–Thomas's perspective

Ordered by how strongly the researchers H. Cooper–Thomas trusts endorse each paper. Same corpus, a different order for every researcher.

  1. Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study
  2. Common method biases in behavioral research: a critical review of the literature and recommended remedies. (Journal of Applied Psychology)
  3. Perceived organizational support: a review of the literature. (Journal of Applied Psychology)
  4. Structural equation modeling with EQS : basic concepts, applications, and programming
  5. The job demands-resources model : state of the art
  6. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis.
  7. The role of positive emotions in positive psychology. The broaden-and-build theory of positive emotions. (American Psychologist)
  8. The Meaning of Employee Engagement (Industrial and Organizational Psychology)
  9. Enriching or Depleting? The Dynamics of Engagement in Work and Family Roles
  10. The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach

Their papers