TITLE

Organizational Factors that Impact the Overqualification and Burnout Relationship

SHORTENED TITLE
Overqualification and Burnout
ABSRTACT
We examined the direct and indirect effects of overqualification on feeling of emotional
exhaustion on the job. From our sample of staff members at a large southern university, results
indicated that overqualification related to emotional exhaustion directly and indirectly through
perceived organizational support and leader-member exchange.
PRESS PARAGRAPH
Most practitioners and researchers believe the negative outcomes associated with being
overqualified are innate and predetermined. Research often seeks to examine what outcomes
occur, instead of focusing on why they may transpire. This paper focused on organizational
factors which could be driving these relationships. Specifically, this paper sought to examine the
effect the perceived relationship with the leader and the perception of support from the
organization had on why overqualified employees become emotionally exhausted on the job.
Results demonstrated that overqualification has a positive relationship with emotional exhaustion
and indirect relationships through lack of support and a poor leader relationship.

WORD COUNT:
3000

INTRODUCTION
Burnout is a psychological response to stress or strain, composed of emotional
exhaustion, cynicism, and reduced self-efficacy (Maslach & Jackson, 1986). It is of importance
to organizations due to its relation to various outcomes such as high absenteeism, turnover, job
dissatisfaction, and a decrease of job performance (Maslach & Leiter, 1997). On an individual
level, outcomes can include alcohol and drug use, physical and mental disorders, and
disintegration of social relationships (Maslach & Jackson, 1981). Individuals that are
experiencing burnout tend to withdraw from their job psychologically, physically, and
emotionally.
One such group that may be susceptible to experiencing burnout is overqualified
employees. Overqualification refers to having a surplus of education, training, experience, and
other skills than is necessary for the job (Maynard, Joseph, & Maynard, 2006). To date, only one
study has measured the impact of overqualification and burnout. Luksyte, Spitzmueller, and
Maynard (2011) demonstrated that overqualified employees develop cynical attitudes, which
lead them to perform counterproductive work behaviors. Research attempting to explain why
overqualified employee engage in certain behaviors or develop certain states usually suggest that
overqualified employees develop negative attitudes such, as a decrease in satisfaction,
commitment, and feeling deprived (Johnson & Johnson, 2000; Feldman, Leana, & Bolino, 2002;
Maynard & Parfyonova, 2013). However, negative attitude development due to organizational
factors is often overlooked. That is, specific attributes that overqualified employees expect from
an organization may play a role in their subsequent negative feelings. Thus, the purpose of the
current paper is to examine the organizational factors which likely explain why an overqualified

employee could become emotionally exhausted on the job. Specifically, we assessed the
mediating role leader-member exchange and perceived organizational support.
Emotional Exhaustion
Often, individuals refer to feeling burned out when they are experiencing emotional
exhaustion. (Maslach, Schaufeli, & Leiter, 2001). Emotional exhaustion is a chronic state of
emotional and physical depletion that results from excessive job demands and strains (Shirom,
1989; Zohar, 1997), typically characterized by both physical fatigue and mental weariness (Cole,
Bernerth, Walter, & Holt, 2010). Emotionally exhausted individuals often feel overextended,
drained, and unable to recover. It manifests itself as feelings of irritation, fatigue, frustration, and
being worn out. Feeling emotionally exhausted is not only felt but also prompts employees to
partake in actions to distance themselves emotionally and cognitively from their work (Maslach
& Leiter, 2008). On the organizational level it has been shown to be associated with job turnover
(Cropanzano, Rupp, & Byrne, 2003; Jackson, Schwab, & Schuler, 1986), counterproductive
work behavior (Penney & Spector, 2007), and task performance (Bakker, Demorouti, & Verbeke,
2004; Wright & Bonett, 1997).
Overqualification and Emotional Exhaustion
Overqualified employees are likely associated with having more negative attitudes, and
excess education and experience. Negative attitudes tend to be taxing, and often consume
valuable resources. Chronic depletion of resources could eventually lead to feelings of fatigue
and mental exhaustion, which are symptoms of emotional exhaustion. Excess experience and
education could lead to feelings of boredom, irritation, and frustration. Also, low job mobility
could add further frustration. These factors increase the likeliness of the employee quickly
feeling emotionally exhausted. With increased perception of overqualification the symptoms
mentioned are typically heightened, which could be associated with negative impacts upon
psychological well-being and distress.

Moreover, the link between overqualification and emotional exhaustion can be

understood by examining research on the surface acting form of emotional labor (Hochschild,
1983). This refers to the expression of insincere emotions, per ones job requirements. Due to
extended emotional display, surface acting likely to drains individual resources, potentially
resulting in negative attitudes and emotional states (Brotheridge & Lee, 2002). For overqualified
employees, ignoring ones excess credential is likely a form of daily surface acting.
Subsequently, this process likely depletes resources and increases the likelihood of emotional
exhaustion.
H1. Overqualification will have a positive relationship with emotional exhaustion.
Mediating Role of LMX
Leader-member exchange (LMX) refers to the quality of the developing relationship
between a leader and follower (Gerstner & Day, 1997). Unlike many of the other leadership
theories, LMX links outcomes at the individual, group, and organizational levels to the dyadic
level of exchange (Settoon, Bennett, & Liden, 1996). A proven tenet of the theory is the positive
relationship between LMX and supervisor support (Graen & Scandura, 1987). We argue that
overqualified subordinates are more likely to experience low levels of LMX. Leaders may be
less inclined to engage in high quality exchange relationships when subordinates are
overqualified, due to perceptions that the subordinate needs little support or is incapable of
further growth within their current position (Blau, 1964; Feldman, 1996; Settoon et al., 1996).
Additionally, leaders may consider these employees as turnover risks. Leaders may see little
value, or even waste, in developing exchange relationships with employees that are likely to
leave the unit or organization (Maynard, Joseph, & Maynard, 2006).
Given that individuals are keen to discerning their standing within a group (Duchon,
Green, & Taber, 1986; Graen & Cashman, 1975; Sias & Jablin, 1995), treatment variability may

become more salient to overqualified employees when believes he or she is not part of the ingroup (Henderson, Liden, Glibkowski, & Chaudhry, 2009). Tension due to feelings of exclusion
and lack of leader support likely place undue stress on the individual, increasing susceptibility to
emotional exhaustion (Hooper & Martin, 2008). Our theory is based on the assumption that
subordinate knowledge of leader perceptions of overqualification is trivial and has no bearing on
subordinate perceptions of LMX quality, nor does it buffer or augment the relationship to
emotional exhaustion. The perception of low quality LMX suggests the presence of fewer
resources in comparison to peers. Individuals strive to maintain and conserve resources (Hobfoll,
1989), however, when resource pools (e.g., leader support) are low and expenditure is high, the
probable result is emotional exhaustion. Thus, we offer the following hypothesis.
H2. LMX will mediate the relationship between overqualification and emotional exhaustion.
Mediating Role of POS
Eisenberger et al.s (1986) perceived organizational support (POS) theory postulates that
if an organization shows concern for the well-being of employees and values their contributions,
then positive outcomes will yield through the operation of the norm of reciprocity. Research has
demonstrated that POS is associated with positive outcomes such as performance, job
satisfaction, facets of organizational commitment, and reduced levels of stress (Rhoades &
Eisenberger, 2002). Other evidence has demonstrated that POS can moderate the effect of
emotional labor on emotional exhaustion such that higher levels of POS reduce the magnitude of
this positive correlation (Hur, Moon, & Jun, 2013).
Hobfolls (1989) conservation of resources theory posits that individuals strive to attain
and maintain resources for the benefit of ones well-being. Essentially, resources help employees
handle stress and prevent experiencing symptoms of burnout such as emotional exhaustion.
Using this theoretical perspective as a lens for the current investigation, it is logical that POS can

be construed as a resource that is associated with lower levels of emotional exhaustion.

Therefore, if an individual feels that his employer values his well-being and contributions, then
this could contribute to the pool of resources used to handle work situations that are likely to be
associated with emotional exhaustion.
Perceptions of overqualification are associated with disproportionate levels between
ones knowledge, skills, and abilities, and those needed to perform the job in question effectively
such that the former exceeds the latter (Maynard et al., 2006). The perception of an
organizations failure to see an overqualified employees potential likely decreases POS. This
may also be construed as lack of concern for the individuals well-being. Overqualified
employees that remain in ill-suited positions for extended time likely become disenchanted due
to the jobs inherent lack of widespread contribution. Thus, perceived overqualification is likely
related to emotional exhaustion, through POS.
H3. POS will mediate the relationship between overqualification and emotional exhaustion.
Parallel Mediation
While understanding that POS and LMX may be an underlying mechanism as to why
overqualified employees become emotionally exhausted, it is important to establish which
resource has more explanatory power. That is, it is important for organizations to know which
component is more dire to assist in their employees becoming emotionally exhausted so they can
know where to allocate the appropriate resources. Though related as social-exchange constructs,
POS and LMX have important, unique differences. LMX refers to the quality of the relationship
between the leader and follower (Gerstner & Day, 1997); however, POS reflects the individuals
perception of their standing with the organization (Eisenberger et al., 1986). While maintaining
favor of the leader is important, the organization ultimately controls resources and benefits (e.g.,
pay, time-off, promotions, etc.). Hobfoll (2011) suggested that organizations promote
engagement and performance by making clear the resources available to employees, thereby

reducing withdrawal behaviors. Access to resources is likely invaluable to overqualified

employees seeking to maximize their work experience. Specifically, overqualified employees are
likely to attempt develop within their jobs through seeking mentoring and guidance, utilizing
autonomy, or delivering innovating ideas to superiors. Though the leader is often the first line of
communication for such activities, the organization dictates the overall structure of resources.
That is, when organizations are internally structured in a manner that is supportive through
provision of resources and receptivity of attempts at personal-development (e.g. POS),
employees will be more likely to engage in positive work behaviors. It is for this reason that I
make the following hypothesis:
H4. In the presence of LMX, POS will still be a significant mediator in the overqualification and
emotional exhaustion relationship.
METHODS
Participants
Participants were 590 adult staff members in a large southern university working in areas
such as business administration, administrative/clerical, and technical and service craft, with an
average tenure of about 9 years. Respondents worked a minimum of 20 hours per week, and
37% of participants identified themselves as male, while 15% identified themselves as females.
The remaining participants did not disclose their gender.
Procedure
Staff members were recruited to participate in a web-based survey via e-mail and had
unlimited time to take the survey. Responses were kept anonymous.
Measures
Perceived Overqualification. Perceived overqualification was measured using Maynard
et al.s (2006) Scale of Perceived Overqualification. Each item was rated on a 5-point scale with
1 representing a strongly disagree and 5 representing strongly agree ( = .88).
Emotional Exhaustion. Emotional exhaustion was measured using five items from The
Maslach Burnout Inventory (Schaufeli, Leiter, Maslach, & Jackson, 1996). Participants

responded using a 7-point frequency scale, with 1 representing "never" and 7 representing "every
day" ( = .90).
LMX. Leader member exchange was measured using Graen and Uhl-biens (1995) 7item measure. A sample item includes. Participants responded using a 5-point Likert scale (1 =
not a bit to 5 = a great deal; = .92).
Perceived Organizational Support. Perceived organizational support was measured
using Eisenberger et al.s (1997) eight-item short-version scale. Participants responded using a 7point Likert scale (1 = strongly disagree to a 7 = strongly agree; = .92).
RESULTS
Means, standard deviations, reliabilities, and correlations are presented in Table 1.
Pearsons correlations were used to test hypothesis 1 which proposed that overqualification
would be positively related to emotional exhaustion. The hypothesis was supported, with r = .33,
p < .01.
Hypothesis 2 stated that LMX would mediate the relationship between overqualification
and emotional exhaustion. The hypothesis was tested using the process macro for SPSS which
allows for testing the bootstrapping procedure (Hayes, 2012). The bootstrapping procedure is
considered the best approach to testing indirect effects because the data associated with the
analysis does not have to meet any assumptions of normality, can still ensure sufficient power in
small sample sizes, and more closely resembles the true sampling distribution (Preacher &
Hayes, 2010). After 1000 resamples, the indirect effect was .04, which had a significant 95%
confidence interval (.00 LL to .13 UL). This demonstrates that LMX partially mediates the
relationship between overqualification and emotional exhaustion (hypothesis 3). See Table 2 for
the mediation results and Figure 1 for path coefficients.
Hypothesis 3 tested the indirect effect of overqualification on emotional exhaustion
through POS. After 1000 resamples the indirect effect was .16. This effect had a significant 95%
confidence interval (.05 LL to .30UL). The significant indirect effect demonstrates that POS

partially mediates the relationship between overqualification and emotional exhaustion. Please
see Table 2 for the mediation results and Figure 2 for path coefficient.
Hypothesis 4 tested a parallel mediation of overqualification and emotional exhaustion
through POS and LMX. Parallel mediation allows you to test multiple mediators in a model to
see which ones have the strongest explanatory power in the presence of others. This is done by
contrasting both indirect effects and examining the significance of the difference between the
two. Results showed that POS had and indirect effect of .2484, and LMX had an indirect effect
of .009. This yielded a difference of .2394, which had a 95% significant confidence interval
(.08LL to .43UL). This demonstrates that POS has a higher explanatory power than LMX, and
that LMX loses its significant once we account for POS. Please see Table 3 for the results of the
parraell mediation.
DISCUSSION
The purpose of the current paper was to examine the organizational factors, which can be
associated with an overqualified employees tendency to display symptoms of burnout.
Specifically, this paper examined the impact the relationship with the leader and the perception
of support from the organization had on why an overqualified employee could feel emotionally
exhausted from the job. Finally, we examined them in parallel fashion to determine which
mediator has more explanatory power. Results of the study below are discussed in further detail
below.
We found support for hypothesis 1 which postulated that perceived overqualification
would positively relate to emotional exhaustion. Consistent with Conservation of Resources
theory and the surface acting component of emotional labor, it may be difficult for an
overqualified employee to consistently behave in a way that is incongruent with his or her
beliefs. These employees may value the resources that they have obtained, but may be employed

within organizations that prevent them from using them and fail to acknowledge them.
Therefore, a loss of resources and heightened susceptibility to burnout is likely to result.
We found support for hypothesis 2 which stated that LMX would mediate the relationship
between overqualification and emotional exhaustion. Consistent with the theory, we postulated
that overqualified employees may perceive a lower quality relationship with their leader because
they may perceive themselves as the out-group. Moreover, it is possible that leaders do not
actively seek to establish great exchange relationships with overqualified employees because of
fear of turnover or a belief that overqualified employees may not need the extra attention. The
result of the lack of resources provided to an overqualified employee yielded feelings of
emotional exhaustion.
Next, we found support for hypothesis 3 which stated that POS would mediate the
relationship between overqualification and emotional exhaustion. In line with organizational
support theory (Eisenberger et al., 1986), overqualified employees likely feel marginalized due to
the restricted level of autonomy and organizational contribution characteristic of their current
position. This may also contribute to the overqualified employees feeling that the organization
does not care about her well-being.
Finally, we found support for hypothesis 4, which stated that POS would still be a
significant mediator while accounting for LMX. This finding supports the assertion that to
overqualified employees, POS is a stronger explanatory variable as why they become
emotionally exhausted. Overqualified employees desire advancement and growth within their
position and their company, so having support from the organization to provide these resources is
more valuable than having an exchange relationship with your leader.
Practical Implications
One practical implication of this study is the importance to establish an exchange
relationship with the leader. As the results showed, perception of a poor leader-member
relationship accounted for significant explanatory variance in the relationship between

overqualification and emotional exhaustion. Leaders should take the initiative to make sure all of
their employees feel like they are part of the in-group. A positive LMX relationship has been
shown to lead to increases in performance, satisfaction, commitment, and a decrease in turnover
intentions. Moreover, overqualified employees have been shown to be high performers (Fine,
2007). Thus, if a leader provides the necessary resources to an employee, organizations could
maximize their return on investment.
A second implication of this study is the importance for organizations to provide support
for overqualified employees. POS was shown to be a stronger explanatory variable than LMX.
Overqualified employees may perceive that the organization does not value the contributions
they could make, so it is the organizations responsibility to provide resources to make an
overqualified employee feel valued. Recent work by Erdogan and Bauer (2009) suggested one
way to provide resources to overqualified employees is through empowerment (i.e. making them
feeling in control). It may not be practical for organizations to actually change the job description
to match an employees qualification, so organizations should seek to provide resources in ways
of support, feedback, and autonomy which have all been shown to buffer effects of burnout
(Demerouti et al., 2001).
Limitation
One limitation in this investigation was the self-report nature of the survey and the fear of
common method variance. Common method variance is the bias that occurs when variables are
related because of similarity in the way they are assessed rather than differences in the actual
constructs. Ideally, data should be collected from multiple sources because of fear of common
method bias (Podsakoff, Mackenzie, Lee, & Podsakoff, 2003). However, it may be difficult for a
manager to assess an individuals perception of his/her overqualification or his/her collective
self-concept.

Conclusion
In conclusion, the results of this study demonstrated that perceived overqualification is
related to higher levels of emotional exhaustion. This study also identified two mediators
external to the individual that could be a process through which overqualified employees become
emotionally exhausted: LMX and POS, and examined these mediators against each other for a
comparison of explanatory power. This study could help leaders of organizations and managers
feel empowered in their ability to affect negative outcomes associated with being overqualified.

REFERENCES
Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job demands-resources model to
predict burnout and performance. Human Resource Management, 43: 83104.
Blau, P. (1964). Exchange and power in social life. New York: Wiley.
Brotheridge, C. M. & Lee, R. T. (2002). Testing a conservation of resources model of the
dynamics of emotional labor. Journal of Occupational Health Psychology, 7: 57-67
Cole, M. S., Bernerth, J. B., Walter, F., & Holt, D. T. (2010). Organizational justice and
individuals withdrawal: Unlocking the influence of emotional exhaustion. Journal of
Management Studies, 47(3): 367390. doi:10.1111/j.1467-6486.2009.00864.x
Cropanzano, R., Rupp, D. E., & Byrne, Z. S. (2003). The relationship of emotional exhaustion to
work attitudes, job performance, and organizational citizenship behaviors. Journal of
Applied Psychology, 88: 160169.
Cunradi, C. B., Greiner, B. A., Ragland, D. R., & Fisher, J. M. (2003). Burnout and alcohol
problems among urban transit operators in San Francisco. Addictive behaviors, 28(1): 91109.
Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demandsresources model of burnout. Journal of Applied Psychology, 86(3): 499-512.
doi:10.1037/0021-9010.86.3.499.
Duchon, D., Green, S. G., & Taber, T. D. (1986). Vertical dyad linkage: A longitudinal

assessment of antecedents, measures, and consequences. Journal of Applied Psychology,

71(1): 56-60. doi:10.1037/0021-9010.71.1.56
Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational
support. Journal of Applied Psychology,71(3): 500-507. doi:10.1037/00219010.71.3.500.
Erdogan, B., & Bauer, T. N. (2009). Perceived overqualification and its outcomes: The
moderating role of empowerment. Journal of Applied Psychology, 94(2): 557-565.
doi:10.1037/a0013528
Feldman, D. C. (1996). The nature, antecedents and consequences of underemployment. Journal
of Management, 22(3): 385-407.
Feldman, D. C., Leana, C. R., & Bolino, M. C. (2002). Underemployment and relative
deprivation among re-employed executives. Journal of Occupational & Organizational
Psychology, 75(4): 453-471.
Fine, S. (2007). Overqualification and selection in leadership training. Journal of Leadership &
Organizational Studies, 14(1): 61-68. doi:10.1177/1071791907304291.
Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leadermember exchange theory:
Correlates and construct issues. Journal of Applied Psychology, 82: 827844.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development
of leadermember exchange (LMX) theory of leadership over 25 years: Applying a multilevel multidomain perspective. Leadership Quarterly, 6: 219247.
Graen, G., & Cashman, J. F. (1975). A role making model in formal organizations: A
developmental approach. In J. G. Hunt & L. L. Larson (Eds.), Leadership frontiers (pp.
143165). Kent, OH: Kent State Press.

Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In L.L.
Cummings & B. M. Staw (Eds.), Research in organizational behavior (Volume 9, pp.
175-208). Greenwich, CT: JAI Press.
Hayes, A. F. (2012). PROCESS: A versatile computational tool for observed variable mediation,
moderation, and conditional process modeling [White paper]. Retrieved from
http://www.afhayes.com/ public/process2012.pdf
Hayes, A. F., & Preacher, K. J. (2010). Estimating and testing indirect effects in simple mediation
models when the constituent paths are nonlinear. Multivariate Behavioral Research, 45:
627-660.
Henderson, D. J., Liden, R. C., Glibkowski, B. C., & Chaudhry, A. (2009). LMX differentiation:
A multilevel review and examination of its antecedents and outcomes. The Leadership
Quarterly, 20(4): 517-534. doi:10.1016/j.leaqua.2009.04.003
Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing
stress. American Psychologist, 44(3): 513-524. doi:10.1037/0003-066X.44.3.513
Hochschild, A. R. (1983). The managed heart: Commercialization of human feeling. Berkeley,
CA: University of California Press.
Hooper, D. T., & Martin, R. (2008). Beyond personal leader-member exchange (LMX) quality:
The effects of perceived LMX variability on employee reactions. The Leadership
Quarterly, 19(1): 20-30. doi:10.1016/j.leaqua.2007.12.002
Hur, W., Moon, T.W., & Jun, J. (2013). The role of perceived organizational support on
emotional labor in the airline industry. International Journal of Contemporary
Hospitality Management, 25(1): 105-123.

Jackson, S. E., Schwab, R. L., & Schuler, R. S. (1986). Toward an understanding of the burnout
phenomenon. Journal of applied psychology, 71(4): 630.
Johnson, G., & Johnson, W. (2000). Perceived Overqualification and Dimensions of Job
Satisfaction: A Longitudinal Analysis. Journal of Psychology, 134(5): 537.
Luksyte, A., Spitzmueller, C., & Maynard, D. C. (2011). Why do overqualified incumbents
deviate? Examining multiple mediators. Journal of Occupational Health
Psychology, 16(3): 279-296. doi:10.1037/a0022709
Maslach, C. & Leiter, M. P. (1997). The truth about burnout. San Francisco: Jossey Bass.
Maslach, C., & Jackson, S. E. (1981). The measurement of experienced burnout. Journal of
Organizational Behavior, 2(2): 99-113.
Maslach, C., & Jackson, S. E. (1986). Maslach burnout inventory (2nd ed.). Palo Alto, CA:
Consulting Psychologists Press.
Maslach, C., & Leiter, M. P. (2008). Early predictors of job burnout and engagement. Journal of
applied psychology, 93(3): 498.
Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review Psychology,
52: 397-422.
Maynard, D. C. & Parfyonova, N. M. (2013). Perceived overqualification and withdrawal
behaviors: Examining the roles of job attitudes and work values. Journal of Occupational
and Organizational Psychology, 86: 435-455
Maynard, D. C., Joseph, T., & Maynard, A. M. (2006). Underemployment, Job Attitudes, and
Turnover Intentions. Journal of Organizational Behavior, 27(4): 509-536.
doi:10.1002/job.389

Penney, L. M., & Spector, P. E. (2007). Emotions and counterproductive work behavior. In N. M.
Ashkanasy & C. L. Cooper (Eds.), Research companion to emotion in organizations (pp.
183196). Northampton, MA: Edward Elgar Publishing.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method
biases in behavioral research: A critical review of the literature and recommended
remedies. Journal of Applied Psychology, 88: 879-903.
Preacher, K. J., & Hayes, A. F. (2008a). Asymptotic and resampling strategies for assessing and
comparing indirect effects in multiple mediator models. Behavior Research Methods,
40,:879-891
Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the
literature. Journal Of Applied Psychology, 87(4): 698-714. doi:10.1037/00219010.87.4.698.
Schaufeli, W. B., Leiter, M. P., Maslach, C., & Jackson, S. E. (1996). Maslach Burnout
Inventory*General Survey. In C. Maslach, S. E. Jackson, & M.P. Leiter (Eds.), The
Maslach Burnout InventoryTest Manual (3rd edn). Palo Alto, CA: Consulting
Psychologists Press.
Shirom, A. (1989). Burnout in work organizations. In C. L. Cooper & I. Robertson (Eds.).
International Review of Industrial and Organizational Psychology (pp. 25-48). New
York: Wiley.
Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived
organizational support, leadermember exchange, and employee reciprocity. Journal of
Applied Psychology, 81(3): 219.
Sias, P. M., & Jablin, F. M. (1995). Differential superiorsubordinate relations, perceptions of

fairness, and coworker communication. Human Communication Research, 22: 538.

Wright, T. A., & Bonett, D. G. (1997). The contribution of burnout to work performance. Journal
of organizational Behavior, 18(5): 491-499.
Zohar, D. (1997). Predicting burnout with a hasslebased measure of role demands. Journal of
Organizational Behavior, 18(2): 101-115.

Table 1.
Means, Standard deviations, Correlations, and Reliabilities
Variable
Mean Std.
OQ
EE
LMX POS
Deviatio

n
Overqualificatio
n

2.86

0.83

(.88)

Emotional Exh

3.22

1.56

.33**

(.90)

LMX

3.61

3.61 -.27**

-.34**

(92)

POS

4.84

4.84

.34**

.39**

.66**

(.92)

**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed). Reliabilities are in parenthesis. EE = Emotional
Exhaustion, LMX = Leader Member Exchange OQ = overqualification, POS = perceived organizational support.

Table 2.

Simple Mediation
OQ-LMX-EE
OQ-POS-EE

Simple mediation effects and confidence intervals

95%CI
Effect
SE
LL
UL
0.04*
0.04
0.00
0.13
0.16*

0.07

0.05

0.30

Bootstrapped confidence intervals were constructed using 1000 resamples. * Values that do not contain 0 within the intervals yield significant
effects. OQ = overqualification, LMX = leader member exchange, POS= Perceived Organizational Support, EE = Emotional Exhaustion, SE=
standard error, LL= lower limit, UL= upper limit. N = 291 for OQ-LMX-EE. N= 212 OQ-POS-EE

Table 3.

Parallel Mediation Results

Effect

Boot SE

BootLLCI

BootULCI

Total:

2818

.0722

.1461

.4310

Ind1:

.2484

.0802

.1081

.4285

Ind3:

.0090

.0189

-.0126

.0678

(C2)

.2394

.0897

.0785

.4276

Bootstrapped confidence intervals were constructed using 1000 resamples. * Values that do not contain 0 within the intervals yield significant
effects. OQ = overqualification, LMX = leader member exchange, POS= Perceived Organizational Support, EE = Emotional Exhaustion, SE=
standard error, LL= lower limit, UL= upper limit. Ind1 : OQ
->
POS
->
EE.
Ind3 : OQ
->
lmx
->
EE.
(C2) Ind1
minus Ind3.

LMX

-.36**
-.12

Overqualification

EE
c = .45**
c= .41**

Figure 1. Unstandardized regression coefficients for overqualification to emotional

exhaustion through leader member exchange. * indicates significant at .05. **
indicates significance at .01. N=291.

POS

-.57**
-.27**

EE

Overqualification
C = .34**
C = .18*

Figure 2. Unstandardized regression coefficients for overqualification to emotional

exhaustion through perceived organizational support * indicates significant at .05.
** indicates significance at .01. N = 212