In this study, we hypothesized that perceived overqualification would interact with person-organization fit (P-O fit) to predict extra-role behaviors toward coworkers (organizational citizenship behaviors targeting others [OCBI] and voice) and indirectly relate to advice network centrality. We collected data from 332 municipality services employees reporting to 41 supervisors in Istanbul, Turkey, across three timepoints and from three different sources. Tests of our model provided partial support for our predictions. Results revealed that perceived overqualification had negative main effects on OCBI and interacted with P-O fit to affect voice. Further, P-O fit moderated the indirect effects of perceived overqualification on advice network centrality such that there were significant negative indirect effects via OCBI only when P-O fit is low. Implications for the overqualification, perceptions of fit, and social network literatures are discussed.

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self-efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that selfefficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self-efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self-efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self-efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self-efficacy. Practitioner pointsPracticing managers should not only invest in increasing self-efficacy of their employees, but also invest in building trust to improve employees' attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self-efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours. Self-efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

Purpose The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model, it is anticipated that satisfaction with job resources would moderate the relationship between mistreatment by patients and well-being indicators. Design/methodology/approach Hypotheses were tested with a sample of 182 employees in a leading training and research university hospital in Istanbul, Turkey. Results were partially replicated for a separate sample of 122 healthcare workers. Data were collected using the survey methodology. Findings The findings suggest that patient injustice is positively related to depression and behavioral stress indicators when satisfaction with job resources is high. Results illustrate that satisfaction with job resources has a sensitizing, rather than a buffering, role on the relation between mistreatment by patients, depression, and behavioral stress indicators, negatively affecting employees with higher levels of satisfaction with job resources. Originality/value Organizational justice researchers recently started recognizing that in addition to organizational insiders, organizational outsiders such as customers and patients may also be sources of fair and unfair treatment. Based on this stream of research, unfair treatment from outsiders is associated with retaliation and a variety of negative employee outcomes. The study extends the currently accumulated work by examining how mistreatment from care recipients relates to healthcare workers’ own health outcomes.

Overqualification is a unique form of underemployment, which represents a state where the employee’s education, abilities, knowledge, skills, and/or experience exceed job requirements and are not utilized on the job. Potentially conflicting upsides and downsides of the phenomenon created a fruitful area of research. Thus, overqualification has received considerable attention both in the academic literature and popular press. Studies of overqualification have emerged and received considerable attention in diverse fields including education, labor economics, sociology, management, and psychology. Antecedents of overqualification include individual differences (such as education, personality, age, sex, job search attitudes, previous work experience, past employment history, vocational training and type of degree, migrant status) and environmental dynamics (such as the characteristics of the position held and size of the job market). Commonly studied outcomes of overqualification include job attitudes, performance, proactive behaviors and creativity, counterproductive behaviors, absenteeism and turnover, health and well-being, feelings of job security, wages, upward mobility, and interpersonal relationships. While the effects are typically negative, there are some contemporary findings revealing the potential benefits of overqualified employees for their work groups and organizations. In recent years, boundary conditions shaping the effects of overqualification have also been identified, including factors such as empowerment and autonomy, overqualification of referent others, personality traits, and values. Despite the accumulating research on this topic, many unanswered questions remain. Conflicting findings on some of the outcomes and limited empirical investigations of theory-based mediators promise a lively and still developing field of research.

Ostracism is a critical issue with its influence on employee motivation, employee performance and hence on organizational success. The purpose of this cross cultural study is to investigate whether being a victim of ostracism in the workplace has an impact on work effort or not. Additionally, it aims a comparative examination of differences between Turkish and Azerbaijani employees in terms of workplace ostracism and work effort, with regard to factors such as gender and sector of employment. Results confirm that, experiencing ostracism in the workplace decreases the amount of work effort in a sample of 240 Turkish and Azerbaijani employees. Furthermore, the results also show that, Azerbaijani employees are being subject to workplace ostracism behaviors more than Turkish employees and there are statistically significant differences between male and female employees in terms of workplace ostracism and work effort.