Does Organizational Tenure Matter? The Relationship between Perceived Overqualification and Extra-Role Behaviours

This study tries to examine the relationship between perceived overqualification and extra-role behaviours; conducted on the basis of person-environment fit and sense-making theories, the research tests how organizational tenure moderates this relationship. The respondents consisted of 320 white-collar workers employed by firms operating in the private sector of North Cyprus. Data regarding perceived overqualification and organizational tenure were collected from the employees at time-1 and extra-role behaviours were asked to supervisors at time-2. The data were analysed using hierarchical regression in addition to slope analysis. It is found that perceived overqualification asserts a significantly negative effect on extra-role behaviours while organizational tenure moderates this relationship. The study demonstrates that overqualified employees do not participate in extra-role behaviours when they sense that their capacities are excessive for their job demands and the negative correlation between perceived overqualification and extra-role behaviours is stronger for long-tenured employees than for short-tenured ones. The research emphasizes that managers can design HRM practices according to different employee needs to reduce perceptions of overqualification and promoting extra-role behaviours.