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Dr. Yuhyung Shin
School of Business, Hanyang University, 17 Haengdang-dong, Seongdong-gu, Seoul 04763, Korea

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0 Creativity
0 job crafting
0 Person–organization fit
0 Team processes and effectiveness
0 Proactive behavior

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job crafting
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Journal article
Published: 18 May 2021 in International Journal of Environmental Research and Public Health
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Despite the large body of research on workplace mistreatment, surprisingly few studies have examined the interaction effect of multiple interpersonal stressors on employee outcomes. To fill this gap, our research aimed to test the moderating effects of coworker incivility and customer incivility on the relationship between abusive supervision, emotional exhaustion, and job performance. Analyses conducted on 651 South Korean frontline service employees revealed that abusive supervision exerted a significant indirect effect on job performance through emotional exhaustion. Customer incivility strengthened the positive relationship between abusive supervision and emotional exhaustion, as well as the indirect effect of abusive supervision on job performance through emotional exhaustion. Our post hoc analysis demonstrated a three-way interaction between abusive supervision, coworker incivility, and customer incivility; the relationship between abusive supervision and emotional exhaustion was significantly positive only when coworker incivility was high and customer incivility was low. We discuss the implications of our findings for theory and practice.

ACS Style

Yuhyung Shin; Won-Moo Hur; Seongho Kang. Mistreatment from Multiple Sources: Interaction Effects of Abusive Supervision, Coworker Incivility, and Customer Incivility on Work Outcomes. International Journal of Environmental Research and Public Health 2021, 18, 5377 .

AMA Style

Yuhyung Shin, Won-Moo Hur, Seongho Kang. Mistreatment from Multiple Sources: Interaction Effects of Abusive Supervision, Coworker Incivility, and Customer Incivility on Work Outcomes. International Journal of Environmental Research and Public Health. 2021; 18 (10):5377.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur; Seongho Kang. 2021. "Mistreatment from Multiple Sources: Interaction Effects of Abusive Supervision, Coworker Incivility, and Customer Incivility on Work Outcomes." International Journal of Environmental Research and Public Health 18, no. 10: 5377.

Research article
Published: 03 December 2020 in Journal of Service Research
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Drawing on self-determination theory, which suggests that individuals’ autonomous and controlled motivations determine their behavior and performance, our research examined the relationship between motivation, emotional labor, and service performance. We predicted that autonomous motivation will be positively associated with service performance through deep acting and that controlled motivation will be negatively associated with service performance through surface acting. To test these hypotheses, we collected three-wave data from 282 hotel employees and 21 general managers over a 15-month period. As predicted, autonomous motivation was positively related to deep acting and negatively related to surface acting 1 year later, whereas controlled motivation was positively related to surface acting 1 year later. Deep acting was positively associated with supervisor-rated service performance 3 months later. Further, the indirect effect of autonomous motivation on service performance through deep acting was significant. The robustness of these findings was established by reanalyzing the data without controlling for potential confounds and conducting a validation study among 70 flight attendants across 5 consecutive days. The findings highlight the importance of service employees’ autonomous motivation in effective emotion regulation and resulting service performance.

ACS Style

Won-Moo Hur; Yuhyung Shin; Tae Won Moon. Linking Motivation, Emotional Labor, and Service Performance From a Self-Determination Perspective. Journal of Service Research 2020, 1 .

AMA Style

Won-Moo Hur, Yuhyung Shin, Tae Won Moon. Linking Motivation, Emotional Labor, and Service Performance From a Self-Determination Perspective. Journal of Service Research. 2020; ():1.

Chicago/Turabian Style

Won-Moo Hur; Yuhyung Shin; Tae Won Moon. 2020. "Linking Motivation, Emotional Labor, and Service Performance From a Self-Determination Perspective." Journal of Service Research , no. : 1.

Journal article
Published: 01 December 2020 in Journal of Occupational Health Psychology
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ACS Style

Won-Moo Hur; Yuhyung Shin; Tae Won Moon. How does daily performance affect next-day emotional labor? The mediating roles of evening relaxation and next-morning positive affect. Journal of Occupational Health Psychology 2020, 25, 410 -425.

AMA Style

Won-Moo Hur, Yuhyung Shin, Tae Won Moon. How does daily performance affect next-day emotional labor? The mediating roles of evening relaxation and next-morning positive affect. Journal of Occupational Health Psychology. 2020; 25 (6):410-425.

Chicago/Turabian Style

Won-Moo Hur; Yuhyung Shin; Tae Won Moon. 2020. "How does daily performance affect next-day emotional labor? The mediating roles of evening relaxation and next-morning positive affect." Journal of Occupational Health Psychology 25, no. 6: 410-425.

Article
Published: 24 August 2020 in Current Psychology
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Although team downsizing or team restructuring initiatives have frequently taken place in contemporary organizations, very little research has been conducted on the issue of team insecurity. Drawing on Kim, Shin, and Rim’s, Korean Journal of Management 25, 257–280 (2017) theoretical framework, which proposes team insecurity as a multi-level and multi-dimensional construct, this study aims to develop a scale assessing team insecurity and test its validity. Team insecurity refers to an employee’s perceptions of and affective reactions to the continuity of his or her team. The employee’s perception of team insecurity can also be shared within a team, which ultimately form an insecurity climate in the team. In Study 1, we developed a multi-dimensional scale of team insecurity, which consisted of four dimensions: (1) perceived team restructuring; (2) perceived team relative status; (3) perceived team composition; and (4) overall affective reaction. We assessed the four-factor structure of team insecurity and its discriminant validity by using a sample of 248 employees. In Study 2, we tested the predictive validity of team insecurity by using survey data from 280 employees in 75 teams. The test of the predictive validity showed that employees’ perceptions of team insecurity significantly predicted their intention to leave and alternative job search, whereas team insecurity climate significantly predicted team creativity and team organizational citizenship behavior. These findings provide initial support for the construct of team insecurity.

ACS Style

Mihee Kim; Yuhyung Shin; Byung-Soo Kim. Team insecurity as a multi-level and multi-dimensional construct: Scale development and validation. Current Psychology 2020, 40, 997 -1014.

AMA Style

Mihee Kim, Yuhyung Shin, Byung-Soo Kim. Team insecurity as a multi-level and multi-dimensional construct: Scale development and validation. Current Psychology. 2020; 40 (3):997-1014.

Chicago/Turabian Style

Mihee Kim; Yuhyung Shin; Byung-Soo Kim. 2020. "Team insecurity as a multi-level and multi-dimensional construct: Scale development and validation." Current Psychology 40, no. 3: 997-1014.

Journal article
Published: 03 June 2020 in International Journal of Environmental Research and Public Health
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Despite the increasing body of research on job crafting, the relationship between managers’ job crafting and their turnover intention, as well as its intermediary mechanisms, has received relatively little attention from researchers. This study examined how managers’ job crafting negatively affected their turnover intention, focusing on role ambiguity and emotional exhaustion as underlying mediators. Data were collected from 235 store managers in South Korean food franchises. All study hypotheses were supported by regression-based path modeling. Controlling for role conflict and role ambiguity, we found a negative relationship between job crafting and role ambiguity, a positive relationship between role ambiguity and emotional exhaustion, and a positive relationship between emotional exhaustion and turnover intention. Our mediation analyses further revealed that controlling for role conflict and role overload, role ambiguity and emotional exhaustion partially and sequentially mediated the relationship between managers’ job crafting and their turnover intention. These findings have several implications for theory and practice.

ACS Style

Yuhyung Shin; Won-Moo Hur; Kyungdo Park; Hansol Hwang. How Managers’ Job Crafting Reduces Turnover Intention: The Mediating Roles of Role Ambiguity and Emotional Exhaustion. International Journal of Environmental Research and Public Health 2020, 17, 3972 .

AMA Style

Yuhyung Shin, Won-Moo Hur, Kyungdo Park, Hansol Hwang. How Managers’ Job Crafting Reduces Turnover Intention: The Mediating Roles of Role Ambiguity and Emotional Exhaustion. International Journal of Environmental Research and Public Health. 2020; 17 (11):3972.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur; Kyungdo Park; Hansol Hwang. 2020. "How Managers’ Job Crafting Reduces Turnover Intention: The Mediating Roles of Role Ambiguity and Emotional Exhaustion." International Journal of Environmental Research and Public Health 17, no. 11: 3972.

Original paper
Published: 26 May 2020 in Journal of Business and Psychology
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Drawing on the job demands-resources model, this study aims to explore the boundary conditions that buffer the negative effect of job insecurity on work engagement and job performance. It is predicted that job insecurity is negatively associated with job performance by undermining work engagement. This relationship is proposed to weaken when employees give and receive help arising from prosocial motivation. To test these propositions, we conducted two cross-sectional studies in the South Korean service sector, which demonstrated a similar pattern of results. Work engagement significantly mediated the link between job insecurity and job performance. We further found a significant three-way interaction between job insecurity, giving help, and prosocial motivation on work engagement such that the negative relationship between job insecurity and work engagement was weakest when employees’ help-giving and prosocial motivation were both high. The indirect effect of job insecurity on job performance through work engagement was also weakest for high levels of help-giving and prosocial motivation. Contrary to our prediction, we found no support for the three-way interaction between job insecurity, receiving help, and prosocial motivation on work engagement as well as on the indirect effect on job performance through work engagement. These findings have theoretical and practical implications for managing employees in job-insecurity contexts.

ACS Style

Yuhyung Shin; Won-Moo Hur. When do job-insecure employees keep performing well? The buffering roles of help and prosocial motivation in the relationship between job insecurity, work engagement, and job performance. Journal of Business and Psychology 2020, 36, 659 -678.

AMA Style

Yuhyung Shin, Won-Moo Hur. When do job-insecure employees keep performing well? The buffering roles of help and prosocial motivation in the relationship between job insecurity, work engagement, and job performance. Journal of Business and Psychology. 2020; 36 (4):659-678.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur. 2020. "When do job-insecure employees keep performing well? The buffering roles of help and prosocial motivation in the relationship between job insecurity, work engagement, and job performance." Journal of Business and Psychology 36, no. 4: 659-678.

Journal article
Published: 19 December 2019 in International Journal of Environmental Research and Public Health
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This study examined the effect of the fit between personality (i.e., openness to experience) and core job characteristics (i.e., skill variety, task significance, and task identity) on job crafting. We collected survey data from 200 college students who were assigned a team project during the semester. Using polynomial regression analysis, we tested the effects of the fit between personality and job characteristics on job crafting. The results revealed that a high level of openness to experience was significantly associated with a high level of job crafting (i.e., task, relational, and cognitive crafting). Furthermore, when both openness to experience and job characteristics were congruent at a high level, the tendency to proactively perform one’s tasks was also high. These findings enhance our understanding of the effect of the fit between openness to experience and three core job characteristics on job crafting.

ACS Style

Mihee Kim; Seung Ik Baek; Yuhyung Shin. The Effect of the Congruence between Job Characteristics and Personality on Job Crafting. International Journal of Environmental Research and Public Health 2019, 17, 52 .

AMA Style

Mihee Kim, Seung Ik Baek, Yuhyung Shin. The Effect of the Congruence between Job Characteristics and Personality on Job Crafting. International Journal of Environmental Research and Public Health. 2019; 17 (1):52.

Chicago/Turabian Style

Mihee Kim; Seung Ik Baek; Yuhyung Shin. 2019. "The Effect of the Congruence between Job Characteristics and Personality on Job Crafting." International Journal of Environmental Research and Public Health 17, no. 1: 52.

Journal article
Published: 31 July 2019 in International Journal of Environmental Research and Public Health
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Drawing on Dragoni’s cross-level model of state goal orientation, this research aims to examine the cross-level mediating effect of team goal orientation on the relationships between interteam cooperation and competition and three forms of boundary activities. Study 1 tested the proposed mediating relationships by collecting survey data from 249 members of 45 South Korean work teams. Additionally, we conducted a two-wave longitudinal study (Study 2) on 188 undergraduate students to replicate the relationships between three types of team goal orientation and their relevant forms of boundary activities. In Study 1, we found positive associations between interteam cooperation and team learning goal orientation, and between interteam competition and team performance-prove and performance-avoid goal orientations. Team learning and performance-prove goal orientations were positively related to boundary spanning and reinforcement. As predicted, team learning goal orientation had a stronger relationship with boundary spanning than team performance-prove goal orientation, whereas team performance-prove goal orientation had a stronger relationship with boundary reinforcement than team learning goal orientation. While team learning goal orientation mediated the relationship between interteam cooperation and boundary spanning and reinforcement, team performance-prove goal orientation mediated the relationship between interteam competition and boundary spanning and reinforcement. The results of Study 2 demonstrated the positive lagged effects of team performance-prove goal orientation on boundary reinforcement and of team performance-avoid goal orientation on boundary buffering.

ACS Style

Yuhyung Shin; Mihee Kim; Won-Moo Hur. Interteam Cooperation and Competition and Boundary Activities: The Cross-Level Mediation of Team Goal Orientations. International Journal of Environmental Research and Public Health 2019, 16, 2738 .

AMA Style

Yuhyung Shin, Mihee Kim, Won-Moo Hur. Interteam Cooperation and Competition and Boundary Activities: The Cross-Level Mediation of Team Goal Orientations. International Journal of Environmental Research and Public Health. 2019; 16 (15):2738.

Chicago/Turabian Style

Yuhyung Shin; Mihee Kim; Won-Moo Hur. 2019. "Interteam Cooperation and Competition and Boundary Activities: The Cross-Level Mediation of Team Goal Orientations." International Journal of Environmental Research and Public Health 16, no. 15: 2738.

Journal article
Published: 07 June 2019 in Journal of Air Transport Management
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This study aims to examine the mediating effect of increasing job resources and challenge job demands on the relationship between flight attendants’ daily job crafting and daily organizational citizenship behavior (OCB). Drawing on the job demands-resources model, we proposed that daily task, relational, and cognitive crafting would be positively associated with daily OCB by increasing job resources and challenge job demands. To test this proposition, we collected daily diaries from 50 Korean flight attendants for ten consecutive working days and conducted multilevel modeling and a bootstrapping analysis. Findings showed that daily task, relational, and cognitive crafting were positively related to daily OCB though the mediating process of increasing job resources and challenge job demands. Our post-hoc analysis revealed that the proposed mediating model was more viable than the alternative causal model. These findings offer novel insight for job crafting and OCB literature.

ACS Style

Yuhyung Shin; Won-Moo Hur. Linking flight attendants’ job crafting and OCB from a JD-R perspective: A daily analysis of the mediation of job resources and demands. Journal of Air Transport Management 2019, 79, 101681 .

AMA Style

Yuhyung Shin, Won-Moo Hur. Linking flight attendants’ job crafting and OCB from a JD-R perspective: A daily analysis of the mediation of job resources and demands. Journal of Air Transport Management. 2019; 79 ():101681.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur. 2019. "Linking flight attendants’ job crafting and OCB from a JD-R perspective: A daily analysis of the mediation of job resources and demands." Journal of Air Transport Management 79, no. : 101681.

Journal article
Published: 22 May 2019 in International Journal of Environmental Research and Public Health
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As a result of the global economic recession over the past decade, employees have been exposed to constant threats of job insecurity. Despite having conducted extensive research on job insecurity, scholars have paid little attention to the motivational processes underlying employees’ reactions to job insecurity. The purpose of the present study is to examine the relationship between job insecurity, intrinsic motivation, and performance and behavioral outcomes. Drawing on self-determination theory (SDT), we propose a mediated relationship in which job insecurity decreases intrinsic motivation, which, in turn, undermines job performance, organizational citizenship behavior (OCB), and change-oriented OCB. To test our propositions, we collected survey-based data from 152 R&D professionals employed in a South Korean manufacturing company. As predicted, job insecurity was negatively related to intrinsic motivation, which, in turn, had a positive relationship with all three outcomes. Furthermore, job insecurity exerted significant indirect effects on job performance, OCB, and change-oriented OCB through intrinsic motivation. These findings affirm SDT, which posits that motivation, as a key intermediary process, affects employees’ reactions to job stressors.

ACS Style

Yuhyung Shin; Won-Moo Hur; Tae Won Moon; Soomi Lee. A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes. International Journal of Environmental Research and Public Health 2019, 16, 1812 .

AMA Style

Yuhyung Shin, Won-Moo Hur, Tae Won Moon, Soomi Lee. A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes. International Journal of Environmental Research and Public Health. 2019; 16 (10):1812.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur; Tae Won Moon; Soomi Lee. 2019. "A Motivational Perspective on Job Insecurity: Relationships Between Job Insecurity, Intrinsic Motivation, and Performance and Behavioral Outcomes." International Journal of Environmental Research and Public Health 16, no. 10: 1812.

Article
Published: 20 May 2019 in Current Psychology
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Drawing on the social entrainment perspective, this study examines the relationship between employee–supervisor pacing fit and employee task performance and helping and voice behaviors. The polynomial regression analyses and response surface tests conducted for 235 employee–supervisor dyads generally supported the proposed fit effect for helping and voice behaviors. Employee helping behavior was higher when both employees and supervisors exhibited an early action pacing style and when both adopted a deadline action pacing style than when there was a misfit. Similarly, employees engaged in more voice behavior when their pacing style matched that of their supervisor than when there was a mismatch. Contrary to our prediction, we detected the main effect of employee pacing style on task performance, such that task performance was higher for employees with an early action pacing style than for those with a deadline action pacing style. Such a differential effect of pacing fit provides a nuanced understanding of the roles of pacing style and alignment in work outcomes.

ACS Style

Se Hyung Oh; Yuhyung Shin; Mihee Kim. Are we in-sync? The role of employee–supervisor pacing fit in employee work outcomes. Current Psychology 2019, 39, 793 -809.

AMA Style

Se Hyung Oh, Yuhyung Shin, Mihee Kim. Are we in-sync? The role of employee–supervisor pacing fit in employee work outcomes. Current Psychology. 2019; 39 (3):793-809.

Chicago/Turabian Style

Se Hyung Oh; Yuhyung Shin; Mihee Kim. 2019. "Are we in-sync? The role of employee–supervisor pacing fit in employee work outcomes." Current Psychology 39, no. 3: 793-809.

Journal article
Published: 11 April 2019 in International Journal of Environmental Research and Public Health
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The present study examines the effect of service employees’ job insecurity on job performance through emotional exhaustion. We identified workplace incivility (i.e., coworker and customer incivility) as a boundary condition that strengthens the positive relationship between job insecurity and emotional exhaustion. To test this moderating effect, we collected online panel surveys from 264 Korean service employees at two time points three months apart. As predicted, the positive relationship between job insecurity and job performance was partially mediated by emotional exhaustion. Of the two forms of workplace incivility, only coworker incivility exerted a significant moderating effect on the job insecurity–emotional exhaustion relationship, such that this relationship was more pronounced when service employees experienced a high level of coworker incivility than when coworker incivility was low. Coworker incivility further moderated the indirect effect of job insecurity on job performance through emotional exhaustion. These findings have theoretical implications for job insecurity research and managerial implications for practitioners.

ACS Style

Yuhyung Shin; Won-Moo Hur. When Do Service Employees Suffer More from Job Insecurity? The Moderating Role of Coworker and Customer Incivility. International Journal of Environmental Research and Public Health 2019, 16, 1298 .

AMA Style

Yuhyung Shin, Won-Moo Hur. When Do Service Employees Suffer More from Job Insecurity? The Moderating Role of Coworker and Customer Incivility. International Journal of Environmental Research and Public Health. 2019; 16 (7):1298.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur. 2019. "When Do Service Employees Suffer More from Job Insecurity? The Moderating Role of Coworker and Customer Incivility." International Journal of Environmental Research and Public Health 16, no. 7: 1298.

Original article
Published: 28 October 2018 in Applied Psychology
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Increasing demand for workplace proactivity has directed scholarly attention to job crafting as a voluntary and proactive form of job design. While mounting research has examined the impact of employee job crafting on work outcomes, little is known about the role of job crafting on the part of store managers in predicting unit‐level performance. To fill this gap, this study aims to investigate the link between store manager job crafting and store performance, and proposes job resources as boundary conditions affecting this relationship. We collected survey‐based data from 235 restaurant stores in South Korea and performed multilevel regression analyses. Results indicated that store manager job crafting was positively associated with store sales performance. This relationship was more pronounced when store managers received performance feedback than when they did not. However, autonomy and opportunities for development did not moderate the store manager job crafting‐store performance relationship. This article is protected by copyright. All rights reserved.

ACS Style

Yuhyung Shin; Won-Moo Hur; Hong-Geun Kim; Min Cheol Gang. Managers as a Missing Entity in Job Crafting Research: Relationships between Store Manager Job Crafting, Job Resources, and Store Performance. Applied Psychology 2018, 69, 479 -507.

AMA Style

Yuhyung Shin, Won-Moo Hur, Hong-Geun Kim, Min Cheol Gang. Managers as a Missing Entity in Job Crafting Research: Relationships between Store Manager Job Crafting, Job Resources, and Store Performance. Applied Psychology. 2018; 69 (2):479-507.

Chicago/Turabian Style

Yuhyung Shin; Won-Moo Hur; Hong-Geun Kim; Min Cheol Gang. 2018. "Managers as a Missing Entity in Job Crafting Research: Relationships between Store Manager Job Crafting, Job Resources, and Store Performance." Applied Psychology 69, no. 2: 479-507.

Article
Published: 15 October 2018 in Current Psychology
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Until recently, research disclosing the specific antecedents that induce proactive job crafting activities has been relatively lacking. Particularly, despite theoretical studies that imply the importance of work meaningfulness as a critical motivational factor for positive workplace behaviors, previous research has not observed this firsthand. Therefore, for the first time, the present study empirically assesses work meaningfulness as a key element in prompting job crafting, an individually induced job redesign strategy. The purpose of the present study is to explain the respective original job crafting concepts (i.e., task, cognitive, and relational crafting) by employing a job demands-resources (JD-R) approach, which integrates the original job crafting dimensions and JD-R-based classification of job crafting. Additionally, the present study examines boundary conditions centered on social and job resources that may further stimulate job crafting. It was posited, based upon three three-way interaction models, that social identification (i.e., social resource) and task interdependence (i.e., job resource) are moderators that strengthen the relationship between work meaningfulness and each of the respective job crafting activities. Analyzing survey data from 195 individuals in 25 organizations from private and public sectors, the results indicated that task and relational crafting were both highest when work meaningfulness, task interdependence, and social identification were all high, thus partly supporting the proposed research hypotheses.

ACS Style

Sang-Hoon Lee; Yuhyung Shin; Mihee Kim. Why work meaningfulness alone is not enough: The role of social identification and task interdependence as facilitative boundary conditions. Current Psychology 2018, 40, 1031 -1047.

AMA Style

Sang-Hoon Lee, Yuhyung Shin, Mihee Kim. Why work meaningfulness alone is not enough: The role of social identification and task interdependence as facilitative boundary conditions. Current Psychology. 2018; 40 (3):1031-1047.

Chicago/Turabian Style

Sang-Hoon Lee; Yuhyung Shin; Mihee Kim. 2018. "Why work meaningfulness alone is not enough: The role of social identification and task interdependence as facilitative boundary conditions." Current Psychology 40, no. 3: 1031-1047.

Journal article
Published: 16 October 2017 in Sustainability
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In order to secure organizational sustainability in a rapidly changing environment, it is necessary to implement a decentralized and flexible work environment. In such work environments, normally individuals are provided with autonomy and independence in performing tasks, thus allowing them to further engage in their given work. This study investigated task antecedents of work engagement, and further explored the process of how task characteristics affect work engagement. It focused on examining the mediating effect of role ambiguity on the task characteristics-work engagement relationship and the moderating effect of information and communication technology (ICT) presenteeism on the task characteristics–role ambiguity relationship through multiple regression analyses and a bootstrapping procedure on survey data collected from 202 South Korean employees. It found that task interdependence and autonomy were negatively associated with role ambiguity. Of the two task characteristics, only task interdependence had a negative relationship with role ambiguity, and this relationship was significantly moderated by ICT presenteeism such that the negative association between task interdependence and role ambiguity was more pronounced when ICT presenteeism was high than when it was low.

ACS Style

Sang-Hoon Lee; Yuhyung Shin; Seung Ik Baek. Task Characteristics and Work Engagement: Exploring Effects of Role Ambiguity and ICT Presenteeism. Sustainability 2017, 9, 1855 .

AMA Style

Sang-Hoon Lee, Yuhyung Shin, Seung Ik Baek. Task Characteristics and Work Engagement: Exploring Effects of Role Ambiguity and ICT Presenteeism. Sustainability. 2017; 9 (10):1855.

Chicago/Turabian Style

Sang-Hoon Lee; Yuhyung Shin; Seung Ik Baek. 2017. "Task Characteristics and Work Engagement: Exploring Effects of Role Ambiguity and ICT Presenteeism." Sustainability 9, no. 10: 1855.

Journal article
Published: 30 June 2017 in Journal of Applied Business Research (JABR)
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Organizations are constantly under pressure for survival in the current highly volatile work environment. This change has been accelerated by trends such as smart work environments and artificial intelligence in the organizational context. Given such uncertainty deriving from a fast rate of change and high complexity, it is vital for organizations to fully utilize and support individuals to be fully engaged in their work, setting grounds for transformation and modification of general roles and specific tasks. Based on the job demands-resources model, our hypotheses are tested using empirical data extracted from 172 subjects currently working in organizations. By commissioning a questionnaire survey method and hierarchical regression analysis, the results offer partially strong support for our proposed research model. We attained moderate support for our hypotheses, in that an individuals’ perception of job resources and job demands in the work context induce job crafting (i.e., task, cognitive, and relational), which acts as a critical mechanism arousing individual work engagement and job stress. In general, job resources (i.e., job autonomy and performance feedback) predicted work engagement, while job demands (i.e., work overload, emotional demands, and technology demands) affected job stress. Also, job demands and job resources both influenced task job crafting, while emotional demands were related to cognitive and relational job crafting, implying different paths between demands and resources and various job crafting activities. In addition, three job crafting dimensions affected work engagement, while only relational job crafting positively affected job stress.

ACS Style

Sang-Hoon Lee; Yuhyung Shin; Seung Ik Baek. The Impact Of Job Demands And Resources On Job Crafting. Journal of Applied Business Research (JABR) 2017, 33, 827 .

AMA Style

Sang-Hoon Lee, Yuhyung Shin, Seung Ik Baek. The Impact Of Job Demands And Resources On Job Crafting. Journal of Applied Business Research (JABR). 2017; 33 (4):827.

Chicago/Turabian Style

Sang-Hoon Lee; Yuhyung Shin; Seung Ik Baek. 2017. "The Impact Of Job Demands And Resources On Job Crafting." Journal of Applied Business Research (JABR) 33, no. 4: 827.

Research article
Published: 15 June 2017 in Psychological Reports
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This study explores the role of leader–follower complementary fit in predicting followers’ helping and voice behaviors. We collected survey-based data from 645 employees in 119 South Korean teams and performed cross-level polynomial regression analyses and response surface tests. The cross-level polynomial regression analyses and post hoc analyses generally endorsed complementary fit effects, such that the levels of helping and voice behaviors were higher when promotion-focused followers interacted with less transformational leaders and when less promotion-focused followers interacted with transformational leaders. On the contrary, we detected a supplementary fit effect for prevention focus. More precisely, followers’ helping behavior was more pronounced when their prevention focus was similar to the level of transactional leadership than where there was a mismatch between the two. These findings provide a nuanced perspective for understanding the differential roles of complementary and supplementary fit between transformational and transactional leadership and follower regulatory focus in predicting helping and voice behaviors.

ACS Style

Mihee Kim; Yuhyung Shin; Min Cheol Gang. Can Misfit Be a Motivator of Helping and Voice Behaviors? Role of Leader–Follower Complementary Fit in Helping and Voice Behaviors. Psychological Reports 2017, 120, 870 -894.

AMA Style

Mihee Kim, Yuhyung Shin, Min Cheol Gang. Can Misfit Be a Motivator of Helping and Voice Behaviors? Role of Leader–Follower Complementary Fit in Helping and Voice Behaviors. Psychological Reports. 2017; 120 (5):870-894.

Chicago/Turabian Style

Mihee Kim; Yuhyung Shin; Min Cheol Gang. 2017. "Can Misfit Be a Motivator of Helping and Voice Behaviors? Role of Leader–Follower Complementary Fit in Helping and Voice Behaviors." Psychological Reports 120, no. 5: 870-894.

Article
Published: 31 October 2016 in The Journal of Creative Behavior
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Despite the vast amount of research on creativity and organizational citizenship behavior (OCB), little knowledge has been accumulated with respect to underlying mechanisms and boundary conditions affecting team creative performance and change OCB. To fill this research gap, this study aims at proposing and testing a moderated mediation model that delineates the relationships among positive group affective tone (PGAT), team reflexivity, team leader transformational leadership, team creative performance, and team change OCB. As hypothesized, PGAT was positively associated with team reflexivity, which in turn significantly predicted team creative performance and change OCB. In addition, the relationship between PGAT and team reflexivity and the indirect effects of PGAT on team creative performance and change OCB through team reflexivity were more pronounced when team leader transformational leadership was high than when it was low. These findings were validated in a post hoc analysis that compared the proposed moderated mediation model with alternative models.

ACS Style

Yuhyung Shin; Mihee Kim; Sang-Hoon Lee. Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model. The Journal of Creative Behavior 2016, 53, 52 -68.

AMA Style

Yuhyung Shin, Mihee Kim, Sang-Hoon Lee. Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model. The Journal of Creative Behavior. 2016; 53 (1):52-68.

Chicago/Turabian Style

Yuhyung Shin; Mihee Kim; Sang-Hoon Lee. 2016. "Positive Group Affective Tone and Team Creative Performance and Change‐Oriented Organizational Citizenship Behavior: A Moderated Mediation Model." The Journal of Creative Behavior 53, no. 1: 52-68.

Journal article
Published: 09 July 2016 in Journal of Business and Psychology
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This study aims at testing the mediating role of team reflexivity in the relationships between team learning, performance-prove, and performance-avoid goal orientations and team creative performance and assessing the relative importance of the three types of team goal orientation in team reflexivity and creative performance. We conducted Study 1 on 68 student teams by using a two-wave time-lagged design. In Study 2, we carried out a cross-sectional field study on 108 intact work teams in diverse Korean companies. Team learning goal orientation was significantly associated with team creative performance. While team learning and performance-prove goal orientations were equally influential in predicting team reflexivity, team performance-avoid goal orientation had no relationship with team reflexivity and creative performance. Team reflexivity mediated the relationships between team learning and performance-prove goal orientations and team creative performance. By revealing that team learning and performance-prove goal orientations can contribute to team creative performance through the facilitation of team reflective process, this study provides practitioners with insight into critical antecedents and team process that are conducive to the creative performance of work teams. This is one of the first studies to explore a mediating mechanism between team goal orientation and creative performance. This study attends to the role of team reflexivity as a key team-regulatory process that underlies the relationship between team goal orientation and team performance. Furthermore, the use of multiple studies in different contexts strengthens the robustness of the study findings.

ACS Style

Yuhyung Shin; Mihee Kim; Sang-Hoon Lee. Reflection Toward Creativity: Team Reflexivity as a Linking Mechanism Between Team Goal Orientation and Team Creative Performance. Journal of Business and Psychology 2016, 32, 655 -671.

AMA Style

Yuhyung Shin, Mihee Kim, Sang-Hoon Lee. Reflection Toward Creativity: Team Reflexivity as a Linking Mechanism Between Team Goal Orientation and Team Creative Performance. Journal of Business and Psychology. 2016; 32 (6):655-671.

Chicago/Turabian Style

Yuhyung Shin; Mihee Kim; Sang-Hoon Lee. 2016. "Reflection Toward Creativity: Team Reflexivity as a Linking Mechanism Between Team Goal Orientation and Team Creative Performance." Journal of Business and Psychology 32, no. 6: 655-671.

Research article
Published: 09 July 2016 in Journal of Management
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Due to increasing organizational demand and competition, employees’ goal-pursuit regulatory processes become pivotal to their work behavior and outcomes. Drawing on interpersonal regulatory fit theory, we proposed that leader prevention focus would moderate the relation between follower prevention focus and maintenance organizational citizenship behavior (OCB), whereas the relation between follower promotion focus and change OCB would be moderated by leader promotion focus. We tested these fit hypotheses using cross-level polynomial regression analyses conducted on 117 leader and 641 followers in South Korean firms. The results showed that followers’ prevention focus was positively associated with their maintenance OCB. This main effect was more pronounced when the leader’s prevention focus was high than when it was low. While we detected a significant main effect of follower promotion focus on change OCB, no fit effect was found for promotion focus. The implications of these findings as well as directions for future research are addressed.

ACS Style

Yuhyung Shin; Min Soo Kim; Jin Nam Choi; Mihee Kim; Won-Kyung Oh. Does Leader-Follower Regulatory Fit Matter? The Role of Regulatory Fit in Followers’ Organizational Citizenship Behavior. Journal of Management 2016, 43, 1211 -1233.

AMA Style

Yuhyung Shin, Min Soo Kim, Jin Nam Choi, Mihee Kim, Won-Kyung Oh. Does Leader-Follower Regulatory Fit Matter? The Role of Regulatory Fit in Followers’ Organizational Citizenship Behavior. Journal of Management. 2016; 43 (4):1211-1233.

Chicago/Turabian Style

Yuhyung Shin; Min Soo Kim; Jin Nam Choi; Mihee Kim; Won-Kyung Oh. 2016. "Does Leader-Follower Regulatory Fit Matter? The Role of Regulatory Fit in Followers’ Organizational Citizenship Behavior." Journal of Management 43, no. 4: 1211-1233.