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Cited by

• 1991Importance of different power sources in downward and lateral relations.493 cited
• 1989Concept Fallibility in Organizational Science180 cited
• 1985Development and field evaluation of an interdisciplinary measure of job design.157 cited
• 1980EXPECTATIONS OF BEHAVIORALLY ANCHORED RATING SCALES137 cited
• 2010Factors that influence organization learning sustainability in non‐profit organizations111 cited
• 2001Managerial ratings of in-role behaviors, organizational citizenship behaviors, and overall performance: testing different models of their relationship99 cited
• 1987CHARACTERISTICS OF WORK STATIONS AS POTENTIAL OCCUPATIONAL STRESSORS.88 cited
• 2012Evaluation of Employees' Job Satisfaction and Role of Gender Difference: An Empirical Study at Airline Industry in Iran78 cited
• 2007An exploratory study of employee turnover indicators as predictors of customer satisfaction68 cited
• 2005Antecedents and Consequences of Quality Performance55 cited
• 1997Ratee preferences concerning performance management and appraisal54 cited
• 2008From Discretionary to Required48 cited
• 2019The Impact of Leadership Styles on the Engagement of Cadres, Lecturers and Staff at Public Universities - Evidence from Vietnam44 cited