Journal of Applied Psychology

Papers
(The H4-Index of Journal of Applied Psychology is 42. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-07-01 to 2025-07-01.)
ArticleCitations
Dealing with new members: Team members’ reactions to newcomer’s attractiveness and sex.190
Supplemental Material for Is It Just Me or Am I the People’s Choice? The Stress and Performance Implications of (In)Congruence Between Self- and Other-Identification as a Leader or Follower186
From moral exemplar to underperformer? The double-edged sword of ethical leadership for leader in-role and extra-role performance.176
Are there cracks in our foundation? An integrative review of diversity issues in job analysis.136
Comparing forced-choice and single-stimulus personality scores on a level playing field: A meta-analysis of psychometric properties and susceptibility t120
When CEOs are all about themselves: Perceived CEO narcissism and middle managers’ workplace behaviors amid the COVID-19 pandemic.104
Boundary work as a buffer against burnout: Evidence from healthcare workers during the COVID-19 pandemic.98
Profiles in time: Understanding the nature and outcomes of profiles of temporal focus.94
Supplemental Material for Feeling Negative or Positive About Fresh Blood? Understanding Veterans’ Affective Reactions Toward Newcomer Entry in Teams From an Affective Events Perspective90
Supplemental Material for Organizational Political Affiliation and Job Seekers: If I Don’t Identify With Your Party, Am I Still Attracted?89
Nonlinear effect of employee ownership on organizational financial misdeeds: The moderating role of organizational size.85
A cross-lagged longitudinal investigation of the relationship between stigma and job effectiveness among employees with HIV.78
Interracial frontline encounters: How White customers’ stereotype threat affects Black frontline employees’ immediate job outcomes.77
Trapped by a first hypothesis: How rudeness leads to anchoring.75
Turnover during a corporate merger: How workplace network change influences staying.74
Toward a better understanding of the causal effects of role demands on work–family conflict: A genetic modeling approach.74
A meta-analytic test of multiplicative and additive models of job demands, resources, and stress.72
Automated video interview personality assessments: Reliability, validity, and generalizability investigations.71
Stop and go, where is my flow? How and when daily aversive morning commutes are negatively related to employees’ motivational states and behavior at work.69
Rookies connected: Interpersonal relationships among newcomers, newcomer adjustment processes, and socialization outcomes.68
Do you see me? An inductive examination of differences between women of color’s experiences of and responses to invisibility at work.67
When, why, and for whom is receiving help actually helpful? Differential effects of receiving empowering and nonempowering help based on recipient gender.62
Unnoticed problems and overlooked opportunities: How and when employees fail to speak up under ambiguous threats.62
Feeling negative or positive about fresh blood? Understanding veterans’ affective reactions toward newcomer entry in teams from an affective events perspective.61
No reason to leave: The effects of CEO diversity-valuing behavior on psychological safety and turnover for female executives.60
Gossiping the (recipient’s) day away: The impact of supervisor-directed gossip on recipients’ rumination, sleep quality, vitality, and work outcomes.58
Supplemental Material for The Impact of Supportive Leadership on Employee Outcomes During Organizational Mergers: An Organizational-Level Field Study57
Supplemental Material for Promotive and Prohibitive Ethical Voice: Coworker Emotions and Support for the Voice57
Supplemental Material for Employee Benefit Availability, Use, and Subjective Evaluation: A Meta-Analysis of Relationships With Perceived Organizational Support, Affective Organizational Commitment, Wi56
The relative effects of design thinking versus after-action review on team performance: An experiential/episodic team learning perspective.55
The costs of mindfulness at work: The moderating role of mindfulness in surface acting, self-control depletion, and performance outcomes.54
Wearing different hats enriches “outside the box” thinking: Examining the relationship between personal life activity breadth and creativity at work.53
The influence of friends’ person-organization fit during recruitment.52
Supplemental Material for Automated Speech Recognition Bias in Personnel Selection: The Case of Automatically Scored Job Interviews50
Serving while being energized (strained)? A dual-path model linking servant leadership to leader psychological strain and job performance.48
The regulating role of mindfulness in enacted workplace incivility: An experience sampling study.46
Losing sleep over speaking up at work: A daily study of voice and insomnia.45
Dynamic team composition: A theoretical framework exploring potential and kinetic dynamism in team capabilities.45
Toward whole-person fit assessment: Integrating interests, values, skills, knowledge, and personality using the Occupational Information Network (O*NET).45
Matches measure: A visual scale of job burnout.42
Creating organizational citizens: How and when supervisor- versus peer-led role interventions change organizational citizenship behavior.42
Different starting lines, different finish times: The role of social class in the job search process.42
Dynamic and reciprocal relations between job insecurity and physical and mental health.42
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