Give Full Play to The Talent: Perceived Overqualification, Underlying Mechanisms and Positive Outcomes
Creators: name: Ma, Chao
Publisher: name: The Australian National University
Year: 2021

description: Using attribution theory as a meta-theoretical lens, this thesis examined the positive effects of perceived overqualification on employee outcomes, including underlying mechanisms and boundary conditions. Two research models were developed and empirically tested using data from two multi-wave survey studies. These studies explored the relationships between perceived overqualification and employee career attitudes and behaviours as well as the relationships between perceived overqualification and different types of employee performance. The thesis tested two research models: Research Model A and Research Model B. Research Model A examined the positive effects of perceived overqualification on employees' career distress and career planning through the mediating mechanism of career identity. With the number of employees experiencing perceived overqualification set to rise, it is important to understand the human resource management implications of this trend. Drawing upon role identity theory, it was hypothesised that perceived overqualification was positively related to individuals' career identity. Based on the internal self-processing dynamics of role identity, it was further hypothesised that career identity predicted reduced career distress and increased career planning. Career identity was expected to mediate the effects of overqualification on career distress and career planning. Based on the symbolic interactionism perspective of identity, it was hypothesised that this mediation was moderated by leader humility, with overqualified employees exhibiting stronger career identities in the presence of a humble leader. The results of two multi-wave time-lagged studies supported these hypotheses. Study 1 (148 supervisor-subordinate dyads) tested the mediation model. Study 2 (220 supervisor-subordinate dyads from 50 groups) replicated the findings of Study 1, finding support for the moderation effect of leader humility. Overall, the studies highlighted that perceived overqualification can have positive effects on employees and organisations, under appropriate conditions of human resource management. Research Model B offered a novel perspective, theorising that perceived overqualification predicted different types of work performance through two opposing motivational processes. Using optimal distinctiveness theory and self-construal theories, it was proposed that individuals' self-construal - in the form of independent self-construal or interdependent self-construal of employees who feel overqualified - prompted their motives to seek either differentiation or assimilation among social groups. Depending on the motive, this would cultivate either proactive or affiliative behaviours. The proposed motivational process model of perceived overqualification was tested through an empirical study with time-lagged and multisource data (496 employees and 59 immediate supervisors). The results indicated that for employees with independent self-construal, perceived overqualification predicted a higher differentiation-seeking motive, resulting in greater proactive performance. In contrast, for employees with interdependent self-construal, perceived overqualification was positively related to assimilation-seeking motives, leading to greater affiliative performance. This thesis makes a unique contribution to the literature on perceived overqualification by identifying the potential positive outcomes of perceived overqualification. In contrast to most prior research, the findings of this study demonstrate that overqualification is not necessarily detrimental and, if managed well, can prompt employees to use their surplus qualifications in constructive ways to facilitate their career development and boost workplace performance. Theoretical and practical implications are provided.