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Joseph Allen
Joseph Allen
Professor of I-O Psychology, University of Utah
Verified email at utah.edu
Title
Cited by
Cited by
Year
Employee satisfaction with meetings: A contemporary facet of job satisfaction
SG Rogelberg, JA Allen, L Shanock, C Scott, M Shuffler
Human Resource Management: Published in Cooperation with the School of …, 2010
3502010
Investigating the incremental validity of employee engagement in the prediction of employee effectiveness: A meta-analytic path analysis
MM Mackay, JA Allen, RS Landis
Human Resource Management Review 27 (1), 108-120, 2017
2602017
How fun are your meetings? Investigating the relationship between humor patterns in team interactions and team performance.
N Lehmann-Willenbrock, JA Allen
Journal of Applied Psychology 99 (6), 1278, 2014
2562014
Following display rules in good or bad faith?: Customer orientation as a moderator of the display rule-emotional labor relationship
JA Allen, SD Pugh, AA Grandey, M Groth
Human Performance 23 (2), 101-115, 2010
2372010
Meeting design characteristics and attendee perceptions of staff/team meeting quality.
MA Cohen, SG Rogelberg, JA Allen, A Luong
Group dynamics: Theory, research, and practice 15 (1), 90, 2011
2302011
Manager-led group meetings: A context for promoting employee engagement
JA Allen, SG Rogelberg
Group & Organization Management 38 (5), 543-569, 2013
1882013
Differences in emotional labor across cultures: A comparison of Chinese and US service workers
JA Allen, JM Diefendorff, Y Ma
Journal of Business and Psychology 29, 21-35, 2014
1852014
THE REVOLVING DOOR: A CLOSER LOOK AT MAJOR FACTORS IN VOLUNTEERS’INTENTION TO QUIT
JA Allen, SL Mueller
Journal of Community Psychology 41 (2), 139-155, 2013
1732013
The Cambridge handbook of meeting science
JA Allen, N Lehmann-Willenbrock, SG Rogelberg
Cambridge University Press, 2015
1652015
Debriefs: Teams learning from doing in context.
JA Allen, R Reiter-Palmon, J Crowe, C Scott
American Psychologist 73 (4), 504, 2018
1642018
Participate or else!: The effect of participation in decision-making in meetings on employee engagement.
M Yoerger, J Crowe, JA Allen
Consulting Psychology Journal: Practice and Research 67 (1), 65, 2015
1532015
A sequential analysis of procedural meeting communication: How teams facilitate their meetings
N Lehmann-Willenbrock, JA Allen, S Kauffeld
Journal of Applied Communication Research 41 (4), 365-388, 2013
1482013
Volunteer engagement and retention: Their relationship to community service self-efficacy
ER Harp, LL Scherer, JA Allen
Nonprofit and voluntary sector quarterly 46 (2), 442-458, 2017
1372017
Shouldering a silent burden: The toll of dirty tasks
BE Baran, SG Rogelberg, E Carello Lopina, JA Allen, C Spitzmüller, ...
Human Relations 65 (5), 597-626, 2012
1352012
Do we really need another meeting? The science of workplace meetings
JE Mroz, JA Allen, DC Verhoeven, ML Shuffler
Current Directions in Psychological Science 27 (6), 484-491, 2018
1272018
Understanding workplace meetings: A qualitative taxonomy of meeting purposes
J A. Allen, T Beck, C W. Scott, S G. Rogelberg
Management Research Review 37 (9), 791-814, 2014
1232014
Employees' feelings about more meetings: An overt analysis and recommendations for improving meetings
JA Allen, SJ Sands, SL Mueller, KA Frear, M Mudd, SG Rogelberg
Management Research Review 35 (5), 405-418, 2012
1112012
After-action reviews: A venue for the promotion of safety climate
JA Allen, BE Baran, CW Scott
Accident Analysis & Prevention 42 (2), 750-757, 2010
1102010
Modeling temporal interaction dynamics in organizational settings
N Lehmann-Willenbrock, JA Allen
Journal of business and psychology 33 (3), 325-344, 2018
1082018
Grin and bear it: An examination of volunteers’ fit with their organization, burnout and spirituality
LL Scherer, JA Allen, ER Harp
Burnout research 3 (1), 1-10, 2016
1022016
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