M. Morley

Organizational Behavior and Human Resource Management · 2000–2015

A researcher in the Science corpus: 8 papers; trusts 24 researchers and is trusted by 4 researchers here, as inferred from the citation graph.

Subfields

Whom M. Morley trusts overall

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

  1. Daniel M. Cable
  2. B. Kuvaas
  3. Amy Kristof‐Brown
  4. James C. Hayton
  5. Ryan M Vogel
  6. Jolyn Gelens
  7. Chay Hoon Lee
  8. Snejina Michailova
  9. J. Selmer
  10. D. Feldman

Who trusts M. Morley overall

  1. C. Brewster
  2. Yu-Ping Chen

Papers from M. Morley's perspective

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

  1. PERCEIVED APPLICANT FIT: DISTINGUISHING BETWEEN RECRUITERS' PERCEPTIONS OF PERSON-JOB AND PERSON-ORGANIZATION FIT
  2. Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research
  3. An exploration of how the employee-organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes
  4. The convergent and discriminant validity of subjective fit perceptions. (Journal of Applied Psychology)
  5. The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process
  6. CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META-ANALYSIS OF PERSON-JOB, PERSON-ORGANIZATION, PERSON-GROUP, AND PERSON-SUPERVISOR FIT
  7. Talent or not? Employee reactions to talent identification
  8. Is talent management just “old wine in new bottles”?: The case of multinational companies in Beijing
  9. The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda
  10. Affective commitment to the organization: the contribution of perceived organizational support. (Journal of Applied Psychology)

Their papers