Department of Management, Mendoza College of Business, University of Notre Dame.
School of Business Administration, Portland State University.
J Appl Psychol. 2015 Jul;100(4):1228-38. doi: 10.1037/apl0000008. Epub 2014 Dec 29.
Research has uncovered mixed results regarding the influence of overqualification on employee performance outcomes, suggesting the existence of boundary conditions for such an influence. Using relative deprivation theory (Crosby, 1976) as the primary theoretical basis, in the current research, we examine the moderating role of peer overqualification and provide insights to the questions regarding whether, when, and how overqualification relates to employee performance. We tested the theoretical model with data gathered across three phases over 6 months from 351 individuals and their supervisors in 72 groups. Results showed that when working with peers whose average overqualification level was high, as opposed to low, employees who felt overqualified for their jobs perceived greater task significance and person-group fit, and demonstrated higher levels of in-role and extra-role performance. We discuss theoretical and managerial implications for overqualification at the individual level and within the larger group context.
研究发现，关于过度资格对员工绩效结果的影响存在混合结果，表明这种影响存在边界条件。本研究以相对剥夺理论（Crosby，1976）为主要理论基础，检验了同侪过度资格的调节作用，并为过度资格与员工绩效的关系问题提供了一些见解，即是否以及如何相关。我们使用来自 72 个小组中的 351 名个人及其主管在 6 个月的三个阶段中收集的数据来检验理论模型。结果表明，与低水平的同侪过度资格相比，当与平均过度资格水平较高的同侪一起工作时，对工作感到过度资格的员工认为任务意义和人-群体适配性更大，并表现出更高水平的角色内和角色外绩效。我们讨论了个人层面和更大群体背景下过度资格的理论和管理意义。
