Western University PsychologyFaculty of Social Science

Natalie J. Allen

Dr. Natalie J. Allen

Industrial/Organizational Psychology

Email: nallen@uwo.ca
Office: SSC 8412
Tel: 519-661-3013
Curriculum Vitae

  • Bio

  • Publications

  • Research

Biographical Information

B.A. - Mount Allison University, 1978 
M.A. - Dalhousie University, 1979 
Ph.D. - University of Western Ontario, 1985

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.

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.