Joseph A. Allen, Ph.D.
Dr. Joseph A. Allen is an Assistant Professor in Industrial and Organizational (I/O) Psychology at the University of Nebraska at Omaha. Before he completed his doctorate (Ph. D.) in Organizational Science at the University of North Carolina at Charlotte (UNCC) in 2010, he received his Master of Arts degree in I/O Psychology at the UNCC in 2008 and his Bachelor of Science degree in Psychology from the Brigham Young University in 2005. Dr. Allen's main areas of research include the study of workplace meetings, emotion management, and volunteer management. Dr. Allen's research has been featured in Human Resource Management Journal, Non-Profit Management and Leadership Journal, and Group Processes and Intergroup Relations. He has consulted for more than 200 non-profit/for-profit organizations, many of which reside in the Omaha area. As Director of VPA-UNO (www.unomaha.edu/unopsychvpa), Dr. Allen enjoys bringing together students, faculty, and community leaders in reaching out and serving. He serves as a reviewer for various journals including Motivation and Emotion, Organizational Behavior and Human Decision Processes, Group and Organization Management, and Academy of Management Journal. He is also an Editorial Board Member for the Journal of Business and Psychology.
Office: 347-I ASH
Phone: (402) 554-2581
Address: Department of Psychology, 347 "I"
University of Nebraska at Omaha
6001 Dodge Street
Omaha, NE 68182-0274
PSYC 4640/8466 Personnel Psychology: This course provides an overview of I/O Psychology with a focus on the major topics within personnel (industrial) psychology. Topics include methodology, employee selection, performance appraisal, organizational attitudes and behavior, motivation, and leadership.
PSYC 9660 Job Analysis and Performance Appraisal: An in-depth examination of the fundamentals of personnel psychology including job analysis, criterion development and performance measurement and appraisal in organizations. Practical experience in the application of techniques and procedures is emphasized through group and individual projects in organizational settings.
PSYC 3450 Social Psychology: Social interaction is studied in situations of (1) social influences on individuals, (2) dyads or face-to-face groups, and (3) larger social systems. The concepts, theories, data, research methods and applications of varied substantive topics are examined.
Being a teacher in an academic setting is truly a privilege and an honor. I truly believe that a teacher is an adviser, an advocate and a mentor. A teacher not only imparts knowledge, promotes learning, and shapes the expectations and ambitions of their pupils, but he/she also influences their attitudes toward their future and themselves. I recall teachers from grade school, high school, undergraduate, and graduate school that continue to influence the decisions I make both in the classroom and in my home life. What makes these teachers so influential is their devotion to their students, their demanding curriculum that encourages excellence, their focus on continous improvement in the classroom, and their acceptance of intellectual diversity through an emphasis on integrity and ethical behavior. In my efforts to be like these exemplary individuals, I strive to remember that class time is the student's time as well as mine, that the practical importance of the class inspires students, and that integrity, honesty, and ethics are a part of every class.
RESEARCH LABS AND PUBLICATIONS
Center for Meeting Effectiveness
The Center for Meeting Effectiveness (CME) lab is a research lab devoted to the study of workplace meetings and how they impact employees for better or worse. Specifically, we strive to understand how to improve meetings in organizations so as to maximize outcomes for meeting leaders and participants/attendees. Meetings are a "taken-for-granted" aspect of most jobs and research suggests they can be a source of satisfaction and/or misery. In meetings, employees solve problems, discuss strategic plans, develop programs, coordinate work activities, distribute resources, recognize hard work of others, and so on. Given these many functions, there are a host of interesting research and practical questions that can be answered by the scientific study of meetings. To this end, the CME Lab studies various aspects of meetings in organizations (e.g., meeting lateness, design characteristics, leader traits) and how they impact employee attitudes (e.g., employee engagement), behavior (e.g., performance and organizational citizenship behaviors), and well-being (e.g., burnout).
* indicates student author
Allen, J. A., *Landowski, N., Lehmann-Willenbrock, N. (in press). Linking pre-meeting communication to meeting effectiveness. Journal of Managerial Psychology.
Allen, J. A., Beck, T., Scott, C., & Rogelberg, S. G. (in press). Understanding workplace meetings: A qualitative taxonomy of meeting purposes. Management Research Review.
Lehmann-Willenbrock, N., Allen, J. A., & Meinecke, A. (in press). Observing culture: Differences in U.S.-American and German team meeting behaviors. Group Processes and Intergroup Relations.
Lehmann-Willenbrock, N., Allen, J. A., & Kauffeld, S. (2013). A sequential analysis of procedural communication in organizational meetings: How teams manage their meetings. Journal of Applied Communication Research, 41(4), 365-388. DOI: 10.1080/00909882.2013.844847
Allen, J. A. & Rogelberg, S. G. (2013). Manager-led group meetings: A context for promoting employee engagement. Group and Organization Management, 38, 543-569. DOI: 10.1177/1059601113503040
Scott, C., Allen, J. A., *Bonilla, D. & Baran, B. (2013). Ambiguity and freedom of dissent in post incident discussion. Journal of Business Communication, 50(4), 383-402. DOI: 10.1177/0021943613497054
Allen, J. A., *Sands, S., *Mueller, S., *Frear, K., *Mudd, M., & Rogelberg, S. G. (2012). Employees’ feelings about more meetings: An overt analysis and recommendations for improving meetings. Management Research Review, 35(5), 405-418. DOI: 10.1108/01409171211222331
Cohen, M. A., Rogelberg, S. G., Allen, J. A., & Luong, A. (2011). Meeting design characteristics and attendee perceptions of staff/team meeting quality. Group Dynamics: Theory, Research, and Practice 15(1), 90-104. DOI: 10.1037/a0021549
Rogelberg, S. G., Allen, J. A., Shanock, L., Scott, C. W., Shuffler, M. (2010). Employee satisfaction with meetings: A contemporary facet of job satisfaction. Human Resource Management, 49(2), 149-172. DOI: 10.1002/hrm.2033
Allen, J. A., Baran, B. E., & Scott, C. S. (2010). After-action reviews: A venue for the promotion of safety climate. Accident Analysis & Prevention, 42, 750-757. DOI: 10.1016/j.aap.2009.11.004.
Allen, J. A., Rogelberg, S. G., & Scott, J. (2008). Mind your meetings: Improve your organization’s effectiveness one meeting at a time. Quality Progress, 41, 48-53.
Volunteer Program Assessment
The Volunteer Program Assessment Lab is a research lab devoted to the study of volunteers in non-profit organizations and how the employee-volunteer relationship impacts both volunteer and employee success in such settings. The main activity arm of the lab is the VPA-UNO outreach program (http://www.unomaha.edu/unopsychvpa). Volunteer Program Assessment (VPA-UNO) is a cutting-edge, innovative, and completely free assessment system designed to promote nonprofit organizational effectiveness. It comprises an online survey provided to volunteer coordinators to administer to the volunteers. The information collected from the survey speaks to a variety of individual and organizational outcomes. The VPA-UNO team then provides free consultation services to volunteer program coordinators who participate in the program.
In addition to providing stellar consultation services, the Volunteer Program Assessment Lab engages in quality scientific research using archive data from VPA-UNO as well as lab-specific research projects. The team is primarily focused on trying to reduce volunteer turnover through discovering the main drivers and outcomes of volunteer burnout as well as discovering best practices for managing a volunteer workforce.
* indicates student author
Allen, J. A. & *Mueller, S. (2013). The revolving door: A closer look at major factors in volunteers’ intention to quit. Journal of Community Psychology, 41(2), 139-155. DOI: 10.1002/jcop.21519
*Backer, A., Allen, J. A., & Bonilla, D. (2012). Identifying and learning from exemplary volunteer resource managers: A look at best practices in managing volunteer resources. International Journal of Volunteer Administration, 24(2), 65-72.
Rogelberg, S. G., Allen, J. A., Conway, J., Goh, A., *Currie, L., & McFarland, B. (2010). Employee experiences with volunteers: Assessment, description, antecedents, and outcomes. Non-Profit Management and Leadership Journal, 20(4), 423-444. DOI: 10.1002/nml.20003
Allen, J. A., Goh, A., Rogelberg, S. G., & *Currie, A. (2010). Volunteer web site effectiveness: Attracting volunteers via the web. International Journal of Volunteer Administration, 27(1), 1-11.
Goh, A., Allen, J. A., Rogelberg, S. G., & *Currie, A. (2009). Using the web to effectively attract volunteers to non-profit organizations. International Journal of Volunteer Administration, 26(3), 55-65.
Emotion Management & Stress
The Emotion Management and Stress (EMS) Lab is a research and consulting lab focused on the study of employees' emotion management in various contexts. Employees are often asked to fake positive emotions when working with customers/clients as well as with each other (e.g., coworkers and boss). They also often hide their negative emotions from customers, their coworkers, and their boss. These efforts often take their toll on employee health and well-being and yet, emotional labor facilitates positive customer experiences and manages interactions between employees within an organization. This lab seeks to mitigate the costs associated with emotional labor while maximizing the beneficial outcomes to the employees, the organization, and society. To this end, the EMS Lab studies emotional labor in the customer service and meeting contexts as well as emotions across cultures while providing exceptional consulting services to organizations seeking to improve employee well-being and organizational effectiveness in these areas.
* indicates student author
Allen, J. A., Scott, C., Tracy, S., & *Crowe, J. (in press). The signal provision of emotion: Using emotions to enhance reliability via sensemaking. International Journal of Work, Organisation, and Emotion.
Allen, J. A., Diefendorff, J., & Ma, Y. (in press). Differences in emotional labor across cultures: A comparison of Chinese and U.S. service workers. Journal of Business and Psychology.
Rhoades Shanock, L., Allen, J. A., *Dunn, A. M., Baran, B., Scott, C. W., & Rogelberg, S. G. (2013). Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes. Journal of Occupational and Organizational Psychology, 86(4), 457-476. DOI: 10.1111/joop.12037
Allen, J. A., Pugh, S. D., Grandey, A. A., & Groth, M. (2010). Following display rules in good or bad faith?: Customer orientation as a moderator of the display rule-emotional labor relationship. Human Performance, 23(2),101-115. DOI: 10.1080/08959281003621695
If you would like to become a member of the CME, EMS, or VPA labs, please follow the application directions below.
1. Complete this application.
2. Send it and your résumé in an email to the lab coordinator, John Crowe (email@example.com).
1. Complete this application.
2. Send it and your résumé in an email to Dr. Allen (firstname.lastname@example.org).
1. Complete this application.
2. Send it and your résumé in an email to VPA-UNO's Assistant Director, Heather Tice (email@example.com).
Once we review your application materials, a follow-up interview will be scheduled with the appropriate lab coordinator and/or Dr. Allen.