"High Performers' Role Overload, LMXSC, and Job Satisfaction"

This study examines when and why high performers feel job dissatisfaction by focusing on role overload (resource outflow) and relative leader-member exchange compared to other members (resource inflow) from the resource flow approach. More specifically, drawing on social exchange theory (SET) and conservation of resources theory (COR), we explore how performance and job satisfaction are related, how role overload and LMXSC respectively moderate the relationship between performance and job satisfaction, and how these two factors interactively affect high performers' job satisfaction. We test our hypotheses based on two-way and three-way interaction models using a sample of 136 usable supervisor and subordinate dyads in Korea. The results showed that overall hypotheses were supported. Theoretical and empirical implications are also discussed.