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

Jisung Park1, Heesun Chae2, Hyun Jung Kim3
1College of Business, Chosun University, Republic of Korea
2Graduate School of Business, Seoul National University, Republic of Korea
3Department of Business Administration, Sangji Youngseo College, Republic of Korea
Cite this article:  Park, J., Chae, H., & Kim, H. J. (2017). When and why high performers feel job dissatisfaction: A resource flow approach. Social Behavior and Personality: An international journal, 45(4), 617-628.

Volume 45 Issue 4 | e5877 | Published: May 2017 | DOI: https://doi.org/10.2224/sbp.5877

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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.

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