We extend the performance literature by moving beyond a focus on antecedents of employees' job performance. Rather, we consider the effects of employees' high performance on their subsequent psychological states and behaviors. We adopt a social exchange approach to explain why powerful, high-performing employees may feel psychologically entitled (i.e., a belief that they are owed more than what is typical from the organization), which then prevents them from engaging in organizational citizenship behaviors (i.e., discretionary behaviors that contribute to the effective functioning of the organization). We first establish internal validity by testing our theoretical model using an experimental study design. We then establish external validity by testing our theoretical model using multi-source field data from university employees in the United States. Both studies provide support for our theoretical model in that psychological entitlement mediates the negative indirect relationship between employees' performance and OCB when employee power is higher versus lower. Theoretical and practical implications are discussed.

我们通过超越关注员工工作绩效的前因来扩展绩效文献。相反，我们考虑员工的高绩效对他们随后的心理状态和行为的影响。我们采用社会交换方法来解释为什么有权有势、表现出色的员工可能会在心理上感到有资格（即认为他们所欠的比组织典型的更多），从而阻止他们参与组织公民行为（即，有助于组织有效运作的自由裁量行为）。我们首先通过使用实验研究设计测试我们的理论模型来建立内部有效性。然后，我们通过使用来自美国大学员工的多源现场数据测试我们的理论模型来建立外部有效性。这两项研究都为我们的理论模型提供了支持，因为当员工权力较高或较低时，心理权利在员工绩效与 OCB 之间存在负间接关系。讨论了理论和实践意义。