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When and why high performers feel job dissatisfaction: A resource flow approach

Year: 2017

Type: article

Abstract: Our aim was to elucidate when and why high performers feel job dissatisfaction by taking a resource flow approach and focusing on team members' role overload (resource outflow) and relative leader–member exchange compared to other members (resource inflow). The sample comprised 136 supervisor–subordinate dyads, and we found that role overload decreased high performers' job satisfaction owing to the depletion of available resources, whereas leader–member exchange social comparison (LMXSC) increased high performers' job satisfaction because of the attainment of exclusive resources. Moreover, job satisfaction was lowest when resource outflow from role overload was not restored by resource inflow through LMXSC. We discuss theoretical and practical implications in relation to the literature on talent management, employee motivation, and leadership.

Source: Social Behavior and Personality An International Journal

DOI: 10.2224/sbp.5877

Authors: Jisung Park, Heesun Chae, Hyun Jung Kim

Institutions: Chosun University, Seoul National University

Language: English

Topic: Job Satisfaction and Organizational Behavior

Subfield: Organizational Behavior and Human Resource Management

Field: Business, Management and Accounting

Domain: Social Sciences

SDG: Decent work and economic growth

Open Access status: diamond

OpenAlex ID: W2614024905

FWCI: 1.978

Cites:

Cited by: 11

Related to: 10