Artikel

Perceived overqualification and performance: The role of the peer group

Research on the relationship between perceived overqualification and individual performance has examined individual experiences of overqualification in isolation. The present study approaches this relationship in a new light by examining a condition under which perceptions of overqualification lead to higher versus lower performance levels. This condition is the joint perception of overqualification held by one's colleagues. Regression analyses based on data from 780 employees in 62 teams in a service organisation in the United Kingdom reveal that overqualified employees perform better as peer-group perceptions of overqualification increase. Conversely, employees with lower perceptions of overqualification perform worse as peer-group perceptions of overqualification increase. These results indicate that HRM practitioners can avoid negative outcomes of overqualification if they position overqualified individuals within teams, where other employees are also overqualified.

Language
Englisch

Bibliographic citation
Journal: Zeitschrift für Personalforschung (ZfP) ; ISSN: 1862-0000 ; Volume: 27 ; Year: 2013 ; Issue: 4 ; Pages: 314-330 ; Mering: Rainer Hampp Verlag

Classification
Management
Labor Force and Employment, Size, and Structure
Human Capital; Skills; Occupational Choice; Labor Productivity
Personnel Management; Executives; Executive Compensation
Personnel Economics: Labor Management
Subject
perceptions of overqualification
peer-group perceptions of overqualification
self-report performance

Event
Geistige Schöpfung
(who)
Alfes, Kerstin
Event
Veröffentlichung
(who)
Rainer Hampp Verlag
(where)
Mering
(when)
2013

DOI
doi:10.1688/1862-0000_ZfP_2013_04_Alfes
Handle
Last update
10.03.2025, 11:43 AM CET

Data provider

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Object type

  • Artikel

Associated

  • Alfes, Kerstin
  • Rainer Hampp Verlag

Time of origin

  • 2013

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