Yunsoo Lee

Work Engagement and Career: Proposing Research Agendas Through a Review of Literature

Work engagement is currently one of the most studied topics in organizational science. Moreover, from the various performance-based perspectives of human resource development (HRD), work engagement is closely tied to employees’ career. However, although research on work engagement and career has been conducted, more research is necessary to understand these concepts and investigate their relationship given their positive influences on organizations. More specifically, a comprehensive understanding of the relationship between work engagement and career that draws on the extant literature is both relevant to and beneficial for HRD professionals seeking to design and implement career-related strategies to enhance individual employees’ levels of work engagement. Thus, this study aims to examine the relationship between work engagement and career, ultimately synthesizing current studies into an integrated framework that describes the work engagement–career relationship and suggests future research agendas.

Job Crafting and Performance: Literature Review and Implications for Human Resource Development:

Although work design is a significant theoretical foundation of human resource development (HRD), it has garnered little attention from researchers in the HRD field. To help remedy this oversight, we review job crafting, which is one of the most recent and significant work design theories. After reviewing 28 empirical studies examining the relationship between job crafting and performance, we discuss future research possibilities and implications for HRD theory and practice. As job crafting has been shown to have a positive relationship with performance, we encourage HRD researchers and practitioners to extend their understanding and application of job crafting.

Shared leadership in teams: The role of coordination, goal commitment, and knowledge sharing on perceived team performance

Purpose This study examined the effect of shared leadership on student project team processes and outcomes. We focused on shared leadership and its association with team processes (coordination, goal commitment, and knowledge sharing) and team performance. Design/methodology/approach To examine the shared leadership, team processes, and performance model, we conducted two separate surveys of 158 graduate and undergraduate students working in project teams at a large southwestern university. Findings Results showed that shared leadership positively affected coordination activities, goal commitment, and knowledge sharing, which in turn, positively affect team performance, even though shared leadership had no direct effect on team performance. Research limitations/implications – Our research adds to the knowledge of important team process factors through which shared leadership indirectly affects team performance. Practical implications Based on our findings, we provided implications for students and instructors that shared leadership can facilitate team performance by enabling team members to coordinate activities, commit to goals, and share knowledge effectively. Originality/value – This study presents an initial understanding of the shared leadership-team performance relationship by introducing influential variables, such as coordination activities, goal commitment, and knowledge sharing in a team.Purpose This paper aims to examine the effect of shared leadership on student project team processes and outcomes. The authors focused on shared leadership and its association with team processes (coordination, goal commitment and knowledge sharing) and team performance. Design/methodology/approach To examine the shared leadership, team processes and performance model, the authors conducted two separate surveys of 158 graduate and undergraduate students working in project teams at a large southwestern university. Findings Results showed that shared leadership positively affected coordination activities, goal commitment and knowledge sharing, which in turn positively affect team performance. Each team process factor had a mediation effect, although shared leadership had no direct effect on team performance. Research limitations/implications This research adds to the knowledge of important team process factors through which shared leadership indirectly affects team performance. Practical implications Based on the findings, the authors provided implications for students and instructors that shared leadership can facilitate team performance by enabling team members to coordinate activities, commit to goals and share knowledge effectively. Originality/value This study presents an initial understanding of the shared leadership-team performance relationship by introducing influential variables, such as coordination activities, goal commitment and knowledge sharing in a team.

Understanding organizational citizenship behavior: the counselor’s role

Purpose The purpose of this paper is to study organizational citizenship behavior (OCB) as a variable to bridge employer’s and employee’s needs from employee counseling. This study examined the relationship between meaningful work, job satisfaction, and OCB and how their positive associations can be enhanced. The role of counselors was discussed, too. Design/methodology/approach A moderated mediation model was suggested with the mediation model of meaningful work, job satisfaction, and OCB and the moderator, work time flexibility. Intervention was implemented with the goal of increasing employee’s control over work schedule. Six analyses were conducted to compare before and after the intervention aiming for enhancing employee’s work time flexibility, and one year after the intervention. Comparison between the intervention and the control group was also implemented. Findings The result indicated that the intervention was effective but the effect did not last one year after the intervention. This study suggests the role of employee counselors at organization. Originality/value Psychological wellness of employees becomes an interest not only of employees but also employers to reduce cost from employee burnout and turnover. Employee counseling can be provided to improve employee’s psychological wellness and also to meet the goal of employers. Integrated perspective serving two purposes is suggested in this study.