THE I/O PSYCHOLOGY AREA
Dr. Natalie J. Allen
Professor of Industrial/Organizational Psychology
B.A. - Mount Allison University, 1978
M.A. - Dalhousie University, 1979
Ph.D. - University of Western Ontario, 1985
RESEARCH
Over the past several years, my research has examined the conceptualization, development, and consequences of work attitudes – in particular, the employee's commitment to his or her organization and occupation. More recent research examines teams and work groups. Specifically, I am interested in the composition of such teams, the linkages between teams and the organizations in which they are embedded, and the reactions people have toward working in teams.
More on Dr. Allen's Teamwork Laboratory
SELECTED PUBLICATIONS
O’Neill, T. A., Allen, N. J. & Hastings, S. (in press). Examining the ‘pros’ and ‘cons’ of team conflict: A team-level meta-analysis of task, relationship, and process conflict Human Performance.
Ross, S. J., & Allen, N .J. (in press). Examining the convergent validity of shared mental model measures.Behavior Research Methods.
Bingham, J. B., Mitchell, B. W., Bishop, D. G., & Allen, N. J. (in press). Working for a higher purpose: A theoretical framework for commitment to organization-sponsored causes. Human Resource Management Review.
Gellatly, I. R., & Allen, N. J. (2012). Group mate absence, dissimilarity, and individual absence: Another look at “Monkey See, Monkey Do”. European Journal of Work and Organizational Psychology, 21, 106-124.
O’Neill, T. A. & Allen, N. J. (2012). Team meeting attitudes: C onceptualization and investigation of a new construct. Small Groups Research, 43, 186-210.
Stanley, D. J., Allen, N. J., Williams, H. M., & Ross, S. J. (2011). Examining workgroup diversity effects: Does playing by the (group-retention) rules help or hinder? Behavior Research Methods. 43, 508-521.
O’Neill, T. A., & Allen, N. J. (2011). Personality and the prediction of team performance. European Journal of Personality, 25, 31-42.
Hecht, T. D., & Allen, N. J. (2009). A longitudinal examination of the work-nonwork boundary strength construct. Journal of Organizational Behavior, 30, 839-862.
Gantert, T. W., McWilliam, C. L., Ward-Griffin, C., & Allen, N. J. (2009). Working it out together: Family caregivers' perceptions of relationship-building with in-home service providers. Canadian Journal of Nursing Research, 41, 44-63.
Gantert, T. W., McWilliam, C. L., Ward-Griffin, C., & Allen, N. J. (2008). The key to me: Seniors’ perceptions of relationship-building with in-home service providers. Canadian Journal on Aging, 27, 23-34.
Allen, N. J., Stanley, D. J., Williams, H. & Ross, S. J. (2007). Assessing dissimilarity relations under missing data conditions: Evidence from computer simulations. Journal of Applied Psychology, 92, 1414-1426.
Allen, N. J., Stanley, D. J., Williams, H. & Ross, S. J. (2007). Assessing the impact of non-response on work group diversity effects. Organizational Research Methods. 10, 262-286.
Hecht, T. D., & Allen, N. J. (2005). Exploring links between polychronicity, performance and well-being from the perspective of person-job fit: Does it matter if you prefer to do only one thing at a time? Organizational Behavior and Human Decision Processes, 98(2), 155-178.
Allen, N. J., & Hecht, T. D. (2004). Further thoughts on the romance of teams: A reaction to the commentaries.Journal of Occupational and Organizational Psychology, 77, 485-491.
Allen, N. J., & Hecht, T. D. (2004). The “romance of teams”: Toward an understanding of its psychological underpinnings and implications. Journal of Occupational and Organizational Psychology, 77, 439-461.
Allen, N. J. (2003). Organizational commitment in the military: A discussion of theory and practice. Military Psychology, 15, 237-253.
Hecht, T. D., Allen, N. J., & Klammer, J., & Kelly, E. (2002). Group beliefs, ability, and performance: The potency of group potency. Group Dynamics: Theory, Research and Practice, 6, 143-152.
Lee, K., & Allen, N. J. (2002). Organizational citizenship behavior and workplace deviance: The role of affect and cognitions. Journal of Applied Psychology, 87 , 131-142.
Lee, K., Allen, N. J., Meyer, J. P., & Rhee, K-Y. (2001). The three-component model of organizational commitment: An application to South Korea. Applied Psychology: An International Review, 50, 596-614.
Allen, N. J., & Grisaffe, D. (2001). Employee commitment to the organization and customer reactions: Mapping the linkages. Human Resource Management Review, 11, 209-236.
Lee, K., Carswell, J. J., & Allen, N. J. (2000). A meta-analytic review of occupational commitment: Relations with person and work-related variables. Journal of Applied Psychology, 85, 799-811.
Allen, N. J., & Hecht, T. D. (2000). Aligning teams within organizations: Implications for human resource management. Human Resources Management Research Quarterly, 4, 1-4.
Allen, N. J. (1998). The 3 Rs of teams: Romance, realities, and (the need for) research. Human Resources Management Research Quarterly, 2, 1-4.
Meyer, J. P., Allen, N. J., & Topolnytsky, L. (1998). Commitment in a changing world of work. Canadian Psychology, 19, 29-52.
Meyer, J. P., Irving, P. G., & Allen, N. J. (1998). Examination of the combined effects of work values and early work experiences on organizational commitment. Journal of Organizational Behavior, 19, 29-52.
Allen, N. J., & Meyer, J. P. (1996). Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of Vocational Behavior, 49 , 252-276.
Finegan, J. E., & Allen, N. J. (1994). Computerized and written questionnaires: Are they equivalent? Computers in Human Behavior, 10, 483-496.
Allen, N. J., & Meyer, J. P. (1993). Organizational commitment: Evidence of career stage effects? Journal of Business Research, 26, 49-61.
Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78, 538-551.
Meyer, J. P., Bobocel, D. R., & Allen, N. J. (1991). Development of organizational commitment during the first year of employment: A longitudinal study of pre- and post-entry influences. Journal of Management, 17, 717-733.
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review. 1, 61-89.
Allen, N. J., & Meyer, J. P. (1990). Organizational socialization tactics: A longitudinal analysis of links to newcomers' organizational commitment and role orientation. Academy of Management Journal, 33, 847-858.
Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990) Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of Applied Psychology, 75, 710-720.
Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18.
Meyer, J. P., & Allen, N. J. (1988). Links between work experiences and organizational commitment during the first year of employment: A longitudinal analysis. Journal of Occupational Psychology, 61, 195-209.
Allen, N. J. (1987). The role of social and organizational factors in the evaluation of volunteer programs.Evaluation and Program Planning, 10, 257-262.
Meyer, J. P., & Allen, N. J. (1987). A longitudinal analysis of the development and consequences of organizational commitment among newly hired university graduates. Canadian Journal of Behavioural Science, 19, 199-215.
Meyer, J. P., & Allen, N. J. (1984). Testing the "side-bet theory" of organizational commitment: Some methodological considerations. Journal of Applied Psychology, 69, 372-378.
Allen, N. J., & Rushton, J. P. (1983). Personality characteristics of community mental health volunteers: A review. Journal of Voluntary Action Research, 12, 36-49.
Harpur, J. G. E., Estabrooks, K., Allen, N. J., & Asaph, C. A. (1978). Perceptual versus mediational learning in a total change concept-shift paradigm. Perceptual and Motor Skills, 46, 563-569.