@inbook{mulvey_ledford_2002, title={Implementing rewards systems}, ISBN={0787957224}, booktitle={Implementing organizational interventions: Steps, processes, and best practices}, publisher={San Francisco: Jossey-Bass}, author={Mulvey, P. W. and Ledford, G. E., Jr.}, editor={Hedge, J. and Pulakos, E.Editors}, year={2002} }
 @book{mulvey_leblanc_heneman_mcinerney_2002, title={Knowledge of pay study}, publisher={Scottsdale, AZ: WorldatWork}, author={Mulvey, P. W. and LeBlanc, P. V. and Heneman, R. L. and McInerney, M.}, year={2002} }
 @article{miceli_mulvey_2000, title={Consequences of satisfaction with pay systems: Two field studies}, volume={39}, ISSN={["1468-232X"]}, DOI={10.1111/0019-8676.00153}, abstractNote={Research on pay satisfaction has been criticized for inattention to determining whether its multiple dimensions have different consequences and for overreliance on cross‐sectional designs. Structural equation analyses of data from two field studies showed that satisfaction with pay systems, but not pay levels, led to greater perceived organizational support, which in turn affected employer commitment and organizational citizenship. Union commitment was a positive function of pay system satisfaction and a negative function of pay level satisfaction.}, number={1}, journal={INDUSTRIAL RELATIONS}, author={Miceli, MP and Mulvey, PW}, year={2000}, month={Jan}, pages={62–87} }
 @article{leblanc_mulvey_rich_2000, title={Improving the return on human capital requires finding your people leverage points: New metrics and a business case mindset for HR}, volume={32}, DOI={10.1177/088636870003200103}, abstractNote={ Old means of measuring employee effectiveness and value are now outdated and incomplete. In contrast with the past, the knowledge worker is now the dominant source of value creation in an organization. Organizations must develop metrics that measure knowledge worker value. This article explains the use of the human capital approach, which calculates investments and returns on individuals to measure their impact and justify investments. The human capital approach aligns the human resource function with the business. A case study of one company's successful use of the human capital approach demonstrates the advantages of this perspective. }, number={1}, journal={Compensation and Benefits Review}, author={LeBlanc, P. V. and Mulvey, Paul and Rich, J.}, year={2000}, pages={13–20} }
 @article{mulvey_2000, title={Rewarding and retaining employees in small organizations}, volume={12}, number={2}, journal={Business Leader}, author={Mulvey, P. W.}, year={2000}, pages={8–12} }
 @book{rewards of work: what employees value_2000, ISBN={1579630812}, publisher={World at Work}, year={2000} }
 @article{the rewards of work: how they drive performance, retention, and satisfaction_2000, volume={9}, number={3}, journal={WorldatWork Journal}, year={2000}, pages={6–18} }
 @article{cable_aiman-smith_mulvey_edwards_2000, title={The sources and accuracy of job applicants' beliefs about organizational culture}, volume={43}, ISSN={["1948-0989"]}, DOI={10.2307/1556336}, abstractNote={We focus on the beliefs that applicants develop about organizational culture during the anticipatory stage of socialization. Data from 240 job applicants suggested that an organization used product...}, number={6}, journal={ACADEMY OF MANAGEMENT JOURNAL}, author={Cable, DM and Aiman-Smith, L and Mulvey, PW and Edwards, JR}, year={2000}, month={Dec}, pages={1076–1085} }
 @article{mulvey_ribbens_1999, title={The effects of intergroup competition and assigned group goals on group efficacy and group effectiveness}, volume={30}, ISSN={["1046-4964"]}, DOI={10.1177/104649649903000601}, abstractNote={ Goal setting and competition are two motivation techniques that are thought to have similar effects on goal variables and performance. This study tests the proposition that assigned goals and competition are similar in their effect. The effects of intergroup competition and assigned group goals on a group’s efficacy, goals, productivity, and inefficiency were tested, using 351 undergraduate business students in 117 production work groups, in a 2x2 design. Intergroup competition increased the groups’efficacy, goals, and productivity and decreased inefficiency. Assigned goals increased group productivity. Results do not provide initial support for the proposition that assigned goals and competition have similar effects. Researchers and practitioners should be aware of the potential confounding effects of competition on the goal-setting process and goal-setting interventions. }, number={6}, journal={SMALL GROUP RESEARCH}, author={Mulvey, PW and Ribbens, BA}, year={1999}, month={Dec}, pages={651–677} }
 @article{leblanc_mulvey_1998, title={How American workers see the rewards of work}, volume={30}, DOI={10.1177/088636879803000104}, abstractNote={ American employees don't expect cradle to grave jobs anymore, but they do expect to be rewarded fairly during their tenure. Although almost half (49%) of U.S. workers are satisfied with their current base pay and most remain loyal to their employers, U.S. workers in the main are deeply frustrated with how their performance is evaluated and rewarded. This is one of the key findings of Sibson & Company's recent survey on the "Rewards of Work." U.S. workers responding to the survey expressed a marked preference for rewards that focus on the individual rather than team or unit performance. In other words, people want to be rewarded for what they personally have contributed. Moreover, employees also are overwhelmingly dissatisfied with how promotions and raises are determined in their organizations. But the silver lining for employers is that fixing problems with how employees are rewarded is far less expensive than fixing the actual amount of rewards employees receive. }, number={1998}, journal={Compensation and Benefits Review}, author={LeBlanc, P. V. and Mulvey, Paul}, year={1998}, pages={24–28} }
 @article{mulvey_bowes-sperry_klein_1998, title={The effects of perceived loafing and defensive impression management on group effectiveness}, volume={29}, ISSN={["1046-4964"]}, DOI={10.1177/1046496498293006}, abstractNote={ The influence of defensive impression management and perceived loafing on group effectiveness was investigatedfor 49 groups of 204 undergraduate business students working for 3 months on a team interdependent task The interaction between perceived loafing and defensive impression management was also tested. Results demonstrated that both independent variables were negatively correlated with satisfaction with group members and group performance. In addition, the perceived loafing by defensive impression management interaction explained significant incremental variance in satisfaction with group members and group performance as predicted. Groups with high levels of perceived loafing had a negative relationship between defensive impression management and group effectiveness, whereas groups with low levels ofperceived loafing had a positive relationship. Implications for managers andfuture research issues are discussed. }, number={3}, journal={SMALL GROUP RESEARCH}, author={Mulvey, PW and Bowes-Sperry, L and Klein, HJ}, year={1998}, month={Jun}, pages={394–415} }
 @article{mulvey_klein_1998, title={The impact of perceived loafing and collective efficacy on group goal processes and group performance}, volume={74}, ISSN={["0749-5978"]}, DOI={10.1006/obhd.1998.2753}, abstractNote={This paper presents two studies investigating the influence of social perceptions (perceived loafing, collective efficacy, and cohesion) on group goal processes (difficulty and commitment) and group performance. The role of group goal processes as mediators of the relationships between social perception variables and group performance was also tested. The first study involved a sample of 247 college students in 59 groups working on a team interdependent, divisible academic task. Results supported all but one hypothesis. The mediation hypothesis was not supported as both group goal and social perception variables related similarly to group performance. The second study employed a different design to address some limitations of the first study and to extend those findings. Results from the second study, using 383 college students in 101 groups, were consistent with Study 1 with two exceptions. First, the mediation hypothesis was supported in Study 2, replicating the findings of Klein and Mulvey (1995). Second, anticipated lower effort and the sucker effect, additional intervening variables examined in Study 2, partially mediated the relationship between perceived loafing and collective goal difficulty as hypothesized.}, number={1}, journal={ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES}, author={Mulvey, PW and Klein, HJ}, year={1998}, month={Apr}, pages={62–87} }
 @article{mulvey_1997, title={The managers workshop: Motivation (Version 1.0)}, volume={50}, number={3}, journal={Personnel Psychology}, author={Mulvey, P. W.}, year={1997}, pages={812–815} }