A relational model of perceived overqualification : the moderating role of interpersonal influence on social acceptance.

Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors. We tested this relational model across two studies using time-lagged, multisource data. In Study 1, the results indicated that for employees high on interpersonal influence, perceived overqualification was positively related to self-reported social acceptance, whereas for employees low on interpersonal influence, the relationship was negative. Social acceptance, in turn, was positively related to in-role job performance, interpersonal altruism, and team member proactivity evaluated by supervisors. In Study 2, we focused on peer-reported social acceptance and found that the indirect relationships between perceived overqualification and supervisor-reported behavioral outcomes via social acceptance were negative when interpersonal influence was low and nonsignificant when interpersonal influence was high. The implications of the general findings are discussed

Collective_Pay_ReviewR2_Supplemental_References – Supplemental material for Collective Pay for Performance: A Cross-Disciplinary Review and Meta-Analysis

<p>Supplemental material, Collective_Pay_ReviewR2_Supplemental_References for Collective Pay for Performance: A Cross-Disciplinary Review and Meta-Analysis by Anthony J. Nyberg, Mark A. Maltarich, Dhuha “Dee” Abdulsalam, Spenser M. Essman and Ormonde Cragun in Journal of Management</p