Overqualification: permanent or transitory?

This article analyses job mismatches in Switzerland based on a subjective measure of overqualification. According to job search and job matching theories, overqualification is a transitory problem. Other theories show that overqualification can also be of a permanent nature. We test the perpetuity of overeducation using panel data from the first eight waves of the Swiss Household Panel (SHP) covering the period 1999 to 2006. Our empirical analysis reveals little evidence for lasting rigidities that would cause permanent job mismatches. Rather, spells of overqualification are relatively short: about half of all individuals who were overqualified in a given year had an adequate job match 1 year later. While a short duration of overqualification would be consistent with job search and job matching theories, our observation that the probability of a job mismatch does not significantly decrease with experience is at odds with these theories. Our article provides an alternative explanation for this phenomenon: the constant accumulation of experience and qualifications throughout a worker's career implies that, for a good job match to be maintained, qualification-specific job requirements must increase as the worker ages. If this does not occur, even older workers face a risk of becoming overqualified.     

Reducing perceptions of overqualification and its impact on job satisfaction: the dual roles of interpersonal relationships at work

A sizeable portion of the working population perceives that they are overqualified for their jobs. This is problematic, given that research consistently shows that such beliefs translate into lower levels of job satisfaction. Hence, it behoves human resource management (HRM) scholars to identify factors that influence perceptions of overqualification and also moderators that may reduce the negative effect of perceived overqualification on job satisfaction. In this study, we present a moderated path model that posits that the quality of the relationships that employees hold with their leader and with their team is not only antecedents of perceived overqualification but it is also hypothesised to weaken the negative relationship between perceived overqualification and job satisfaction. Survey data that were gathered from two organisations in the Netherlands (n = 183) supported the model. Implications for theory and practice in HRM are discussed. © 2015 John Wiley & Sons Ltd     

Employee overqualification and manager job insecurity: Implications for employee career outcomes

In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career-related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed.     

Training match and mismatch as a driver of key employee behaviours

Training is widely believed to have the potential to improve key workplace outcomes such as the in‐role behaviours and organisational citizenship of employees. However, this article argues that match of actual training provision to requirements leads to the greatest possible improvement in key behaviours, an assertion that lacks prior validation. Undertraining relative to requirements would typically be associated with lower behavioural gain, or even negative behaviours. Overtraining may have both positive and negative implications; however, this article argues that on aggregate excess training will be associated with worse outcomes compared with match. An analysis of 699 matched employee–manager dyads supports the assertion that match is associated with the best relative levels of key workplace behaviours, and associates either undertraining or overtraining with degradation in outcomes. This research highlights the importance of training needs analysis and encourages active management of trained workers to match work to skills.     

印象管理动机视角下资质过剩感对情绪劳动的影响

依据自我调节理论和社会交换理论,采用“认知-动机-行为”分析框架,对服务业339份调查问卷进行实证分析。结果表明：资质过剩感对深层扮演行为具有正向影响,获得型印象管理动机在资质过剩感与深层扮演行为间发挥完全中介作用,顾客关系价值能强化资质过剩感对获得型印象管理动机的正向影响;资质过剩感对表层扮演行为具有负向影响,防御型印象管理动机在资质过剩感与表层扮演之间发挥完全中介作用,顾客关系价值能缓解资质过剩感对防御型印象管理动机的负向影响,同时缓解资质过剩感对表层扮演行为的间接作用。     

资质过剩感、证明目标导向与越轨创新：未来关注的视角

已有研究关注到了资质过剩感对个体的消极影响,忽视了资质过剩个体的价值寻求与冗余资质的角色外创新转化。研究基于自我验证理论,探讨资质过剩感对员工越轨创新的作用过程,以及证明目标导向的中介效应和未来关注的调节效应。两阶段的483份数据分析显示：资质过剩感正向影响越轨创新;证明目标导向在资质过剩感对越轨创新的作用过程中起中介作用;未来关注正向调节了证明目标导向与越轨创新的作用关系,同时正向调节了证明目标导向在资质过剩感与越轨创新之间的中介作用。研究关注到个体为过剩资质寻求肯定性反馈和价值证明的心理机制,从资质过剩的视角对自我验证理论做出边际贡献,为引导资质过剩感的创新转化提供了理论启发和实践建议。     

Lowering the Threshold for Feeling Mistreated: Perceived Overqualification Moderates the Effects of Perceived Age Discrimination on Job Withdrawal and Somatic Symptoms

This study examines whether and how perceived overqualification affects the relationships between perceived age discrimination from one's supervisor and two outcome variables: job withdrawal and somatic symptoms. Using a paired sample (of employees and a paired participant who knew them well, N = 235 pairs), results show that employees who feel overqualified, compared to those who do not feel overqualified, react more negatively to perceived age discrimination by engaging in greater withdrawal behaviors and experiencing higher somatic symptoms. Findings extend both relative deprivation theory and the age discrimination literature by indicating that perceived overqualification is not only a trigger for relative deprivation, but also a factor that seems to lower an employee's threshold for tolerating discriminatory treatment. We conclude with a discussion on practical implications that incorporate strategies for reducing perceptions of age discrimination and overqualification. © 2016 Wiley Periodicals, Inc.     

Too smart for their own good? A study of perceived cognitive overqualification in the workforce

This study examined the concept of cognitive overqualification, the possession of a higher level of cognitive ability than is required for a given job. Among 156 US based customer service representatives, cognitive overqualification was found to be associated with job dissatisfaction, but was only weakly related to measures of job and training performance. The results of this study provide support for the common practice among personnel managers to reject overqualified job applicants, as these individuals may be more likely to develop negative job attitudes, although not necessarily in anticipation of their poorer job performance.     

Effects of perceived overqualification on career distress and career planning: Mediating role of career identity and moderating role of leader humility

In this study, we examined how perceived overqualification influences employees' career distress and career planning. Specifically, we drew on role identity theory to hypothesize that perceived overqualification is positively related to individuals' career identity. Based on internal self-processing dynamics of role identity, we further hypothesized that career identity predicts reduced career distress and increased career planning. We expected career identity to mediate the effects of overqualification on career distress and career planning. Based on the symbolic interactionism perspective of identity, we hypothesized that this mediation is moderated by leader humility so that overqualified employees exhibit stronger career identities in the presence of a humble leader. We found support for our hypotheses in a multi-wave time-lagged study of 220 supervisor–subordinate dyads from 50 groups. Overall, our studies highlight that perceived overqualification can have positive effects on employees and organizations under appropriate management conditions. We discuss theoretical and practical implications of these results.