Yeong Joon Yoon
- Courses6
- Reviews7
- School: Texas A&M University Central Texas
- Campus:
- Department: Management
- Email address: Join to see
- Phone: Join to see
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Location:
1001 Leadership Pl
Killeen, TX - 76549 - Dates at Texas A&M University Central Texas: August 2017 - May 2020
- Office Hours: Join to see
N/A
Would take again: Yes
For Credit: Yes
0
0
Mandatory
online
Good
Professor Joon Yoon is a solid choice. His material is one of a kind, you won't find it anywhere else. Be prepared to do economics, graphics, statistical analysis, etc. He'll make you work for everything. So, don't expect an easy A. Just pay attention to his lectures, because they were the key to success.
Biography
Texas A&M University Central Texas - Management
Assistant Professor of Human Resource Management, Texas A&M University - Central Texas
Research
YeongJoon (YJ)
Yoon
Georgetown, Texas
Assistant Professor of Human Resource Management at the College of Business Administration, Texas A&M University - Central Texas. My research primarily concerns HR and compensation strategy, including pay cut, employee share ownership, and pay-for-performance.
Experience
Cornell University
Instructor / Research and Teaching Assistant
- Instructor of class Managing Compensation (ILRHR 6690, Spring 2017)
- Instructor of class Pay (ILRHR 2020, Fall 2015)
- Research Assistant of Dr. Kevin F. Hallock
- Teaching Assistant of class Pay (ILRHR 2020, Fall 2012/2013)SK Shipping
Assistant Manager in Human Resource Management
- Associate and Assistant Manager in Human Resource Management (2008-2010)
- Associate in Human Resource Development (2006-2008)Texas A&M University–Central Texas
Assistant Professor of Human Resource Management
- Research Interest: Compensation (employee share ownership, pay cuts, etc.)
- Courses taught: Compensation Management and Human Resource Management
Education
Cornell University
Master of Science (M.S.)
HR Studies
Cornell University
Doctor of Philosophy (Ph.D.)
HR Studies
Cornell University
Master of Industrial and Labor Relations
Cornell University
Instructor / Research and Teaching Assistant
- Instructor of class Managing Compensation (ILRHR 6690, Spring 2017) - Instructor of class Pay (ILRHR 2020, Fall 2015) - Research Assistant of Dr. Kevin F. Hallock - Teaching Assistant of class Pay (ILRHR 2020, Fall 2012/2013)
Publications
(In Press) Employee share ownership, training, and early promotion policy as a bundle in enhancing labor productivity: A test of the three-way interaction effect
Human Resource Management
The three-way interaction effect of (broad-based) employee share ownership (ESO), training, and early promotion policy on labor productivity was examined in a longitudinal sample of 614 organizations (1,605 organization-year data points) in Korea. The ESO–productivity relationship was positive only when the investment in training was high and the opportunity for early promotion was present. However, we found no evidence for the two-way interaction effects of ESO and training and ESO and early promotion policy on labor productivity. The results are in alignment with the emergent view that the productivity benefits of ESO can be better realized when ESO coexists with a bundle of complementary human resource management (HRM) practices. Thus, this study meaningfully extends the contingency perspective and related studies in the ESO literature, which tend to examine the productivity effect of ESO in isolation or in conjunction with a single HRM practice.
(In Press) Employee share ownership, training, and early promotion policy as a bundle in enhancing labor productivity: A test of the three-way interaction effect
Human Resource Management
The three-way interaction effect of (broad-based) employee share ownership (ESO), training, and early promotion policy on labor productivity was examined in a longitudinal sample of 614 organizations (1,605 organization-year data points) in Korea. The ESO–productivity relationship was positive only when the investment in training was high and the opportunity for early promotion was present. However, we found no evidence for the two-way interaction effects of ESO and training and ESO and early promotion policy on labor productivity. The results are in alignment with the emergent view that the productivity benefits of ESO can be better realized when ESO coexists with a bundle of complementary human resource management (HRM) practices. Thus, this study meaningfully extends the contingency perspective and related studies in the ESO literature, which tend to examine the productivity effect of ESO in isolation or in conjunction with a single HRM practice.
Moderating effect of pay dispersion on the relationship between employee share ownership and labor productivity
Human Resource Management
The moderating effect of pay dispersion on the relationship between employee share ownership (ESO) and labor productivity is examined in an unbalanced panel sample of 533 organizations (1,156 organization‐year data points) in Korea. Pay differential between job levels (vertical pay dispersion) is theorized to negatively moderate the ESO–productivity relationship. On the other hand, pay differential within a job level (horizontal pay dispersion) is theorized to positively moderate the ESO–productivity relationship. These predictions are partially supported. Consistent with the prediction, vertical pay dispersion negatively moderates the ESO–productivity relationship in that the relationship is more negative when vertical pay dispersion is high. However, we found no support for the moderating effect of horizontal pay dispersion in this relationship. The results challenge the simplistic view that pay dispersion per se can be detrimental to the ESO–productivity relationship.
(In Press) Employee share ownership, training, and early promotion policy as a bundle in enhancing labor productivity: A test of the three-way interaction effect
Human Resource Management
The three-way interaction effect of (broad-based) employee share ownership (ESO), training, and early promotion policy on labor productivity was examined in a longitudinal sample of 614 organizations (1,605 organization-year data points) in Korea. The ESO–productivity relationship was positive only when the investment in training was high and the opportunity for early promotion was present. However, we found no evidence for the two-way interaction effects of ESO and training and ESO and early promotion policy on labor productivity. The results are in alignment with the emergent view that the productivity benefits of ESO can be better realized when ESO coexists with a bundle of complementary human resource management (HRM) practices. Thus, this study meaningfully extends the contingency perspective and related studies in the ESO literature, which tend to examine the productivity effect of ESO in isolation or in conjunction with a single HRM practice.
Moderating effect of pay dispersion on the relationship between employee share ownership and labor productivity
Human Resource Management
The moderating effect of pay dispersion on the relationship between employee share ownership (ESO) and labor productivity is examined in an unbalanced panel sample of 533 organizations (1,156 organization‐year data points) in Korea. Pay differential between job levels (vertical pay dispersion) is theorized to negatively moderate the ESO–productivity relationship. On the other hand, pay differential within a job level (horizontal pay dispersion) is theorized to positively moderate the ESO–productivity relationship. These predictions are partially supported. Consistent with the prediction, vertical pay dispersion negatively moderates the ESO–productivity relationship in that the relationship is more negative when vertical pay dispersion is high. However, we found no support for the moderating effect of horizontal pay dispersion in this relationship. The results challenge the simplistic view that pay dispersion per se can be detrimental to the ESO–productivity relationship.
Past, Present and Future Compensation Research Perspectives
Compensation & Benefits Review
Compensation decisions are some of the most important decisions made in organizations, and research in this area has the potential to inform these decisions. Yet compensation has been viewed as a neglected area of HR research. In order to encourage greater quantity and quality of compensation research, this article provides an overview of perspectives of compensation scholars on (1) the future of compensation research, (2) the bridging of individual-level and organization-level compensation research, and (3) the challenges common to publishing compensation research. These comments are based on a professional development workshop conducted at the 2016 Academy of Management meeting focused on encouraging interaction of junior and senior compensation researchers.
