Perceived overqualification and its outcomes: The moderating role of empowerment.

Abstract

Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes could be lessened while stimulating even higher performance. Hierarchical linear modeling results from a sample of 244 sales associates working in 25 stores of a Turkish retail chain show that empowerment ameliorated the negative effects of perceived overqualification on job satisfaction, intentions to remain, and voluntary turnover. Empowerment did not affect the positive relationship between perceived overqualification and objective sales performance.

The Relationship Study of Perceived Over qualification and Knowledge Sharing on Team Performance

“…In the study of Holtom, Lee and Tidd (2002), the quality of perceived employees was better than that of the average employee when evaluated by a supervisor or colleague [4]. Erdogan and Bauer (2009) found in Turkey to carry out research on the frontline sales staff, staff qualification high positive predictive sales performance, namely the recruitment of staff will be directly perceived overqualified for the company's financial benefit [5]. Liu Ruirui (2011) the results of the study show that perceived overqualified had significant positive effect on task performance, a very significant impact on the perception of task performance does not match the influence of development of perception of task performance is not significant [6].…”

Staff turnover in hotels: Exploring the quadratic and linear relationships

“…The hospitality industry is known for employing low-skills workers, for not having career and develop program, for not investing on training and for not focusing on long-term commitment (Choi et al, 2000;McPhail and Fisher, 2008;.The stimulation behind the job can cease within a short period of time, increasing the high level of turnover found in the industry (Blomme et al, 2010;Choi et al, 2000). In this regard there is a positive relationship between how much a job is perceive to be stimulating and the intention to leave the job (Erdogan and Bauer, 2009;Verhaest and Omey, 2006). Since there is no investment on developing workers and promotional opportunity (Chand and Katou, 2007;, stimulation with the job is not a fact for workers' retention.…”

“…A job perceived as stimulating by an employee depends on the qualification he/she has to perform such a job, empowerment and autonomy (Erdogan and Bauer, 2009). The perception of a job being stimulating can also be linked to the sector instead of the job itself.…”

“…This supports the negative slope of the curve where departures from minimal levels of enthusiasm with the organization will represent a reduction on intention to leave job. Enthusiasm at work is frequently related to employee satisfaction (Erdogan and Bauer, 2009;Slåtten et al, 2011;Josephson and Vingård, 2007;Lin et al, 2013), although studies have indicated that an increase in the individual satisfaction at work evolve over time and accounts for little in the intention to leave the job (Slåtten et al, 2011;Liu et al, 2012). Since organizational enthusiasm is related to employee satisfaction, it could also be argued that organizational enthusiasm may not be enough to retain workers.…”

A influência da Sobrequalificação e da Aprendizagem sobre a Satisfação do Indivíduo no Trabalho

“…For Erdogan and Bauer (2009), the literature tends to address overqualification as a negative phenomenon, although a paradox lies in this observation. While some researchers defend that negative attitudes in the workplace are related to qualifications perceived that exceed job requirements (BURRIS, 1983;JOHNSON, MORROW, JOHNSON, 2002;MAYNARD, JOSEPH, MAYNARD, 2006), others defend that those employees who perceive themselves as overqualified, although being more likely to leave the job, have better performance as their supervisors see it.…”