Abstract:
There are increasing studies on overqualification in recent years. Using a sample survey data, this research examines the effects on job performance of the employee’s perceived overqualification (POQ). Drawing on equity theory and social exchange theory, the moderating effects of within-organization exchange in the relationship between POQ and job performance are also explored. Results show that POQ has no significant impact on task performance, while significantly influencing organizational citizenship behavior (OCB). Leader-member exchange (LMX) and idiosyncratic deals (I-deals) moderate the relationship between POQ and task performance, and between POQ and OCB. Key Words: Perceived Overqualification; Task Performance; Orgaizational Citizenship Behaviors; Leader-Member Exchange; Idiosyncratic Deals
