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• 2007Managing Employee Performance and Reward131 cited
• 2022Feeling good, doing good, and getting ahead: A meta-analytic investigation of the outcomes of prosocial motivation at work.95 cited
• 2020Best Not to Know: Pay Secrecy, Employee Voluntary Turnover, and the Conditioning Effect of Distributive Justice92 cited
• 2023How does the usage of robots in hotels affect employees’ turnover intention? A double-edged sword study90 cited
• 2021The antecedents and consequences of workplace envy: A meta-analytic review90 cited
• 2020Workplace Interpersonal Capitalization: Employee Reactions to Coworker Positive Event Disclosures87 cited
• 2019Co-worker reactions to i-deals through the lens of social comparison: The role of fairness and emotions83 cited
• 2022Appraising and Reacting to Perceived Pay For Performance: Leader Competence and Warmth as Critical Contingencies83 cited
• 2020When Does Pay for Performance Motivate Employee Helping Behavior? The Contextual Influence of Performance Subjectivity79 cited
• 2018Person-based differences in pay reactions: A compensation-activation theory and integrative conceptual review.74 cited
• 2022Pay Information Disclosure: Review and Recommendations for Research Spanning the Pay Secrecy–Pay Transparency Continuum68 cited
• 2021Compensation, Benefits, and Total Rewards: A Bird's-Eye (Re)View59 cited
• 2024