Perceived Overqualification and Employee Job Performance: A Perspective of Psychological Entitlement

Abstract

Abstract:

The present study examines the indirect effect of psychological entitlement, and the moderating role of organizational identification in the relationships between perceived overqualification and employee job performance (task performance, OCB, and organizational deviance). We test the research hypotheses with matched field data collected from 263 employees and 71 department supervisors. The results show that perceived overqualification has a positive association with psychological entitlement. Furthermore, after controlling for two pathways including anger and social exchange, perceived overqualification indirectly affect task performance, OCB, and organizational deviance via psychological entitlement. Moreover, organizational identification moderates the positive link between perceived overqualification and psychological entitlement, so that the relationship is stronger when organizational identification is low than when it is high. Finally, organizational identification attenuates the indirect effects of perceived overqualification on task performance, OCB, and organizational deviance through psychological entitlement.

Key words: perceived overqualification, psychological entitlement, organizational deviance, task performance, OCB, organizational identification

Zhang Yajun, Shang Guqi, Zhang Junwei, Zhou Fangfang. Perceived Overqualification and Employee Job Performance: A Perspective of Psychological Entitlement[J]. , 2019, 31(12): 194-206.

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