Reducing perceptions of overqualification and its impact on job satisfaction: the dual roles of interpersonal relationships at work |
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| Authors: | Kerstin Alfes Amanda Shantz Sabine van Baalen |
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| Affiliation: | 1. Chair of Organisation and Human Resource ManagementESCP Europe Wirtschaftshochschule Berlin;2. Department of ManagementIéSEG School of Management LEM‐CNRS (UMR 9221);3. Department of Human Resource StudiesTilburg University |
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| Abstract: | A sizeable portion of the working population perceives that they are overqualified for their jobs. This is problematic, given that research consistently shows that such beliefs translate into lower levels of job satisfaction. Hence, it behoves human resource management (HRM) scholars to identify factors that influence perceptions of overqualification and also moderators that may reduce the negative effect of perceived overqualification on job satisfaction. In this study, we present a moderated path model that posits that the quality of the relationships that employees hold with their leader and with their team is not only antecedents of perceived overqualification but it is also hypothesised to weaken the negative relationship between perceived overqualification and job satisfaction. Survey data that were gathered from two organisations in the Netherlands (n = 183) supported the model. Implications for theory and practice in HRM are discussed. © 2015 John Wiley & Sons Ltd |
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| Keywords: | job satisfaction leader– member exchange perceived overqualification team cohesiveness |
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