Debus, ME, Koerner, B orcid.org/0000-0003-3650-4844, Wang, M et al. (1 more author) (2023) Reacting to Perceived Overqualification: Uniting Strain-Based and Self-Regulatory Adjustment Reactions and the Moderating Role of Formal Work Arrangements. Journal of Business and Psychology, 38 (2). pp. 411-435. ISSN 0889-3268
Abstract
Thus far, research on perceived overqualification has focused on either maladaptive, strain-based versus more adaptive, self-regulatory reactions in isolation. Following person-environment fit theory, we seek to advance this one-sided focus by uniting both types of adjustment reactions and to consider their implications for perceived person-job fit, and performance and wellbeing outcomes. In line with theory, we also examine contextual boundary conditions in the form of indicators of formal work arrangements (i.e., permanent vs. temporary employment contract and job tenure). Utilizing three-wave data from 453 employees, we found that perceived overqualification indirectly and sequentially related to decreases in task performance, organizational citizenship behavior and job satisfaction via anger toward employment situation and lower levels of perceived person-job fit—thus reflecting the strain-based pathway. For the self-regulatory pathway, findings did not align with our initial proposition that the positive relationship between perceived overqualification and work organization (a form of structural job crafting whereby employees improve their work processes) would be weaker among temporary employees and those with longer tenure. Instead, having a temporary employment contract or having longer job tenure resulted in a negative relationship between perceived overqualification and work organization, which further contributed to a decrease in performance and satisfaction via lower levels of perceived person-job fit. Our study highlights the demotivating role of a temporary employment contract and long job tenure for overqualified employees to reorganize their work. In discussing our findings, we point to the importance of job stage and develop recommendations for managing overqualified employees.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © The Author(s) 2022. This article is licensed under a Creative Commons Attribution 4.0 International License, which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence, and indicate if changes were made. The images or other third party material in this article are included in the article's Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the article's Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. To view a copy of this licence, visit http://creativecommons.org/licenses/by/4.0/. |
Keywords: | Perceived overqualification; Performance; Person-environment fit; Job crafting |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Organizational Behaviour (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 09 Jan 2023 11:30 |
Last Modified: | 05 Apr 2023 11:18 |
Status: | Published |
Publisher: | Springer |
Identification Number: | 10.1007/s10869-022-09870-8 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:194907 |