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With the diversification of professional values, an increasing number of individuals voluntarily choose positions that demand less than their personal knowledge, skills and educational background, a phenomenon known as voluntary overqualification. This study aims to explore the reasons for discerning the motivations driving voluntary overqualification, define its conceptual content and develop the measurement scale for voluntary overqualification.

Through five phases, and using both qualitative and quantitative approaches, the authors constructed a scale comprising three dimensions: earnings-oriented, life-oriented and meaning-oriented to measure voluntary overqualification. Following the steps of scale development, the conceptual connotation and structural dimensions of voluntary overqualification were systematically coded and mined based on grounded theory. The scale’s reliability and validity were measured through exploratory and validation factor analyses. Finally, the validity of the voluntary overqualification scale was verified through the selection of professional identity and subjective well-being.

This study defined connotations and structural dimensions of voluntary overqualification based on grounded theory, resulting in a measurement scale with three dimensions and 13 items. These dimensions include earnings-, life- and meaning-oriented voluntary overqualification. Empirical testing of predictive validity used professional identity and subjective well-being as outcome variables.

This study provides a theoretical foundation and an effective measurement tool for subsequent research in voluntary overqualification by focusing on a new type of voluntary overqualification, defining its connotations and developing a complete set of scales.

The relationship between perceived overqualification and knowledge sharing has always been a hot topic, but scholars have come to different conclusions on this issue. The purpose of this study is to integrate conflicting conclusions by considering the moderating role of rewards for knowledge sharing and the mediating role of intrinsic motivation in the relationship between perceived overqualification and knowledge sharing based on self-determination theory.

The authors collected three-wave survey data from 246 research and development employees in four companies in China.

The results showed that when rewards for knowledge sharing was higher, employees with perceived overqualification would have higher intrinsic motivation, which could promote their knowledge-sharing behavior. However, when rewards for knowledge sharing was lower, employees with perceived overqualification would have lower intrinsic motivation, thus inhibiting their knowledge-sharing behavior. This result supported the informational function rather than the controlling function of rewards for knowledge sharing.

By considering the important boundary condition of rewards for knowledge sharing, this study reconciles the contradictory conclusions on the relationship between perceived overqualification and knowledge-sharing behavior. At the same time, the authors tell organizations that they can increase the knowledge-sharing behavior of overqualified employees through rewards for knowledge sharing.

Utilizing the framework of person-job fit theory and the Model of Proactive Motivation Process and Antecedents, the primary objective of this study is to scrutinize the correlation between perceived overqualification and job crafting, in turn, holds the potential to stimulate innovative work behavior. Additionally, we assess the moderating role of goal self-concordance within this intricate relationship.

Employing a three-wave time-lagged survey methodology encompassing 200 institutional staffing in China, we methodically substantiate the proposed model. Data were analyzed using structural equation modeling.

Our findings affirm a positive correlation between perceived overqualification and expansion-oriented job crafting, contingent upon the presence of goal self-concordance. Notably, individuals exhibiting a heightened goal self-concordance intensify the relationship between perceived overqualification and expansion-oriented job crafting, thereby fostering an augmented propensity for innovative work behavior.

This study diverges from prevailing negativity surrounding perceived overqualification, emphasizing the positive influence of expansion-oriented job crafting in reshaping the impact of perceived overqualification on innovative work behavior. It represents the initial exploration into the role that goal self-concordance play in influencing overqualified employees, contributing to an enriched understanding of the intricate interplay.

Drawing on appraisal theory of emotion, this study aims to establish and test a moderated mediation model underlying the process of exploitative leadership by investigating the mediating role of job anxiety and the moderating role of psychological entitlement.

We collected two-wave questionnaire data from 355 supervisors with matched responses from 1,065 subordinates in Hubei province of China. Hierarchical multiple regression and PROCESS macro were applied to test our hypotheses.

The results indicated that supervisor perceived overqualification prompted supervisor job anxiety, which then led to raised exploitative leadership. Additionally, we found that supervisor psychological entitlement intensified the direct effect of supervisor perceived overqualification on supervisor job anxiety as well as the indirect effect of supervisor perceived overqualification on exploitative leadership through supervisor job anxiety.

Although researchers have documented a growing number of consequences of exploitative leadership, less focus has been placed on its antecedents. The study extends our understanding of why, how and when supervisors engage in exploitative behaviors.

The purpose of this study is to investigate the boundary conditions between objective overqualification and perceived overqualification. In addition, we aim to investigate the mediation patterns between objective overqualification, perceived overqualification and job satisfaction.

A two-wave survey was conducted with 382 new entrants of job market. Data was analyzed with Process 3.5 in SPSS 26.0 to test the hypothesized moderated mediation model.

Results indicated that perceived overqualification fully mediated the relationship between objective overqualification and job satisfaction. In addition, the relationship between objective overqualification and perceived overqualification was significant unless employees perceived high internal employment opportunities but low external employment opportunities at the same time. Same moderating pattern was also evident in the indirect effect of objective overqualification? Perceived overqualification? Job satisfaction.

This study has theoretical and practical implications for personnel management. Theoretically, this study contributed to the understanding of the relationship between objective overqualification and perceived overqualification. Practically, this study found that offering internal employment opportunities can mitigate the perception of overqualification when employees perceive limited external employment opportunities.

This is one of few studies that stressed the boundary conditions between objective overqualification and perceived overqualification under the framework of relative deprivation theory. In addition, this study provided time-lagged evidence of the relationship between objective overqualification, perceived overqualification and job satisfaction.

In this chapter, we aim to make the following contributions to the perceived overqualification literature. First, we provide an opportunity-based fairness conceptualization of perceived overqualification, and differentiate it from other justice constructs. Second, we present a multilevel model of perceived overqualification, which enumerates the antecedents and consequences, and explicates the mediators and moderators of the effect of perceived overqualification. Third, we emphasize the importance of considering methodological issues in future research on overqualification. Finally, we offer specific suggestions in studying applicant overqualification and recruiter perceptions.

Drawing upon social comparison theory, this paper explores the (in)congruence effect of leader and follower overqualification on leader's downward envy, which in turn leads to leader undermining behavior.

Using two-wave, multi-sourced data gathered in China, a polynomial regression was conducted on 301 leader-follower dyads.

Results show asymmetrical incongruence effects, indicating greater leader's downward envy when leader overqualification was lower than follower overqualification. In addition, by increasing downward envy, leader-follower (in)congruence in overqualification has an indirect positive effect on leader undermining behavior.

This study highlights the importance of being conscious of both parties’ overqualification levels to avoid unfavorable outcomes. Meanwhile, training for both parties is crucial, offering a holistic understanding of leader-follower overqualification differences and downward envy, as well as skills to manage “triggers” of leader undermining.

Our study is among the first to examine the effects of overqualification from a leader-follower dyadic congruence perspective. It suggests that leader's downward envy and undermining behaviors toward followers are influenced by both follower and leader overqualification.

The aim of this research is to investigate the association between perceived overqualification and leisure crafting in the context of immigrants. Drawing on the cross-cultural adaptation theory, the study tests the moderating role that acculturation plays in this relationship.

Data were collected from a total of 226 immigrants living in Northern Cyprus. In the initial survey, data were collected on perceived overqualification and acculturation, which was followed by the measurement of leisure crafting. Data analysis was performed using structural equation modeling.

Perceived overqualification asserts a significantly positive impact on leisure crafting. Assuming that acculturation plays a moderating role, the research shows that the positive effect that perceived overqualification has on leisure crafting is increased in cases where positive acculturation is elevated as opposed to reduced.

The study results were based on self-reported surveys and data were limited to overqualified immigrant groups in Northern Cyprus.

The study provides significant practical implications for management teams. They can design managerial interventions to increase the acculturation of immigrants, which may in turn reduce the perceived overqualification and increase the positive impact of leisure crafting. Also, the government needs to implement policies targeted at immigrants in order to help them rapidly adapt to the host society.

This research will be a pioneering attempt to explore the positive relationship between perceived overqualification and leisure crafting. The results suggest actions that can be taken to promote leisure crafting behaviors through the use of acculturation to enhance organizational commitment, belongingness to the host society, and well-being in overqualified immigrants.

Early research on overqualification suggested that overqualification is primarily associated with negative attitudes and behavior. As a consequence, hiring practitioners were advised against hiring overqualified job applicants. However, recent studies have revealed that there are several potential positive consequences of overqualification. Given this change in perspective on overqualification, we examine how hiring practitioners nowadays look at overqualified job applicants, and what their considerations are for hiring an overqualified job applicant or not.

We have interviewed 33 hiring practitioners to examine their attitudes and considerations toward hiring overqualified job applicants.

Results show that hiring practitioners are aware of potential positive as well as negative consequences of overqualification and consider a variety of factors to assess how beneficial hiring an overqualified candidate will be. These factors fall under three categories: Individual considerations, interpersonal considerations and contextual considerations.

We show that overqualification is not a stigma anymore and that the decision to hire an overqualified job applicant or not depends on a mixture of factors that are carefully considered. Two of these three considerations transcend the individual level (i.e. the overqualified person), whereas most research and theories on the consequences of overqualification do not go beyond the individual level. As such, our findings call for more theory and research on interpersonal and contextual factors shaping the consequences of overqualification.

Although employee overqualification is a common occurrence in the workplace, most research has focused on overqualification at the individual level rather than at the team level. Drawing on social cognitive theory, this study aimed to uncover how leaders' perception of team overqualification influenced their cognition and follow-up behavior.

We performed two studies to test our model. In Study 1, we conducted an experiment to examine the causal relationship between leaders' perception of team overqualification and leadership self-efficacy. In Study 2, a two-wave field study was conducted to test the overall model based on a sample obtained from a steel company in China.

We found that leaders' perception of team overqualification reduced leadership self-efficacy, which in turn hindered leaders' empowering behavior. In addition, leaders' social face consciousness strengthened the negative relationship between leaders' perception of team overqualification and leadership self-efficacy, such that the relationship was more negative when leaders' social face consciousness was high rather than low.

Our study contributes to the literature on employee overqualification and its effects on leaders through investigation at the team level to show how leaders respond to overqualified teams.