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Article
Publication date: 6 September 2018

Yerim Sim and Eun-Suk Lee

The purpose of this paper is to delve into perceived underqualification, which refers to employees’ awareness that they have deficient abilities relative to their job demands…

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Abstract

Purpose

The purpose of this paper is to delve into perceived underqualification, which refers to employees’ awareness that they have deficient abilities relative to their job demands (abilities<demands). In examining person–job (P–J) misfit, previous research has primarily focused on one type of misfit, overqualification (abilities>demands), leaving the other type, underqualification, unexplored. To address the neglect, this study investigates how perceived underqualification relates to job attitudes (job satisfaction, organizational commitment, and turnover intention) and how transformational leadership moderates the relationships.

Design/methodology/approach

Survey data were collected from employees working at diverse organizations in South Korea over two waves; at Time 1, perceived underqualification and transformational leadership were measured and at Time 2, job attitude variables were measured. Responses from 188 employees were used for hypothesis testing.

Findings

Perceived underqualification is negatively related to job satisfaction and organizational commitment and positively related to turnover intention when transformational leadership is low. However, under high transformational leadership, such negative attitudinal implications of perceived underqualification are weakened.

Originality/value

By examining underqualification for the first time, this study corrects the current incomplete and biased understanding of P–J misfit, which is exclusively overqualification-focused. In addition, this study provides new insight into individual responses to P–J misfit by revealing that the responses are not always negative. This study specifies transformational leadership as the contingency factor that enables such responses, thus further advancing the P–J misfit literature that has hardly examined the leadership effect.

Details

Leadership & Organization Development Journal, vol. 39 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 3 April 2023

Melvyn R.W. Hamstra, Bert Schreurs, L. Maxim Laurijssen and Elise Marescaux

Mass lay-offs tremendously impact employees and companies. Helping people toward new employment could help organizations manage costs and reputation. The authors sought to test a…

Abstract

Purpose

Mass lay-offs tremendously impact employees and companies. Helping people toward new employment could help organizations manage costs and reputation. The authors sought to test a model, based on regulatory focus theory, predicting which employees are more likely to consider leaving the company during this uncertain time (turnover intentions) and indirectly to engage in behavior to strengthen their external labor market position (mobility-oriented behavior).

Design/methodology/approach

With a mass lay-off impending, the authors studied employees (N = 326) in a financial services organization. The authors reasoned that employees' perception that they have higher (vs lower) qualifications than their job requires, may be able to spur turnover intentions for some because it enhances perception that movement to another job is desirable and feasible. The authors proposed perceptions of being overqualified vs perceptions of being underqualified only affect the turnover intentions and mobility-oriented behavior of promotion-focused employees.

Findings

Supporting the expectations, promotion-focused employees (but not prevention-focused employees) who perceived themselves to be overqualified, compared with promotion-focused employees who perceived themselves to be underqualified, showed higher turnover intentions and, indirectly, mobility-oriented behavior.

Originality/value

This research is one of few studies that have examined intentions and behavior of employees who are facing impending mass lay-off, as most lay-off research has studied survivors or victims post lay-off. To the best of the authors’ knowledge, this is the first study to apply a regulatory focus perspective on overqualification/underqualification, as well as to turnover intention and mobility behavior.

Details

Career Development International, vol. 28 no. 2
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 5 September 2020

Fulei Chu

Drawing on the equity theory and self-categorization theory, the authors examine the congruence effect of perceived self-overqualification and perceived coworker-overqualification…

Abstract

Purpose

Drawing on the equity theory and self-categorization theory, the authors examine the congruence effect of perceived self-overqualification and perceived coworker-overqualification on team–member exchange (TMX) quality, which in turn influences employees' organizational identification.

Design/methodology/approach

The data were collected from 392 employees in 78 teams at 2 time points, and polynomial regressions was used to test the hypothesized associations.

Findings

The more consistent perceived self-overqualification is with perceived coworker-overqualification, the higher quality of TMX. Moreover, TMX mediates the relationship between this congruence on organizational identification, which indicates that the congruence of perceived overqualification is related to higher-quality TMX, and then makes overqualified employees produce higher levels of organizational identification.

Originality/value

The findings of the research contributes to theory building of perceived overqualification through distinguishing perceived overqualification as an individual characteristic from the perception of overqualification that occurs in teams. Besides, by analyzing employees' experiences of overqualification in the context of their colleague-group, this study demonstrates the importance of considering overqualified individuals' social context (e.g. the composition of teams) in exploring the consequences of perceived overqualification. Theoretical and practical implications are discussed.

Details

International Journal of Manpower, vol. 42 no. 3
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 19 October 2021

Maude Boulet

To disentangle the impact of each type of overqualification, the author created four profiles of overqualified workers based on the metaphor of the big fish in a small pond: “the…

Abstract

Purpose

To disentangle the impact of each type of overqualification, the author created four profiles of overqualified workers based on the metaphor of the big fish in a small pond: “the fish that fits the pond,” “the unaware big fish in a small pond,” “the fish fitting the pond, but feeling cramped” and “the aware big fish in a small pond.”

Design/methodology/approach

Using a Canadian representative survey, the author examined the distinctive effect of objective and subjective overqualification on job satisfaction among recent graduate workers. The subjective measure is based on the individual's perception of the match of his/her education level, training and experience with the requirements of his/her job; and the objective measure assesses the match between the individual's educational attainment and the skill level associated with his/her occupational group.

Findings

The results show that only the “the fish fitting the pond, but feeling cramped” and “the aware big fish in a small pond” profiles of overqualified workers lead to a lower probability of being satisfied with their job compared to “fish that fits the pond.”

Originality/value

The current study is original because the findings reveal that being objectively overqualified without feeling cramped has no consequence on workers' job satisfaction, while feeling cramped without being objectively overqualified leads to lower job satisfaction. Recruiters should therefore avoid to focus on overeducation since it has no impact on their job satisfaction. They should pay more attention to the feeling of being cramped when they look for the best candidates. Even if the candidate's diploma corresponds to that required by the position, this feeling reduces their chances to be satisfied with the job.

Details

Employee Relations: The International Journal, vol. 44 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 August 2023

Ye Yang, Ling Yuan, Fanchao Zhuo and Ziyi Liu

Much of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified…

Abstract

Purpose

Much of the research on overqualification has focused on the negative effects at the individual level. However, in the face of the increasing tendency to recruit overqualified employees, managing the perception of team overqualification can be effective in motivating team members in the current complex and changing business environment.

Design/methodology/approach

Based on the person–environment fit theory, this study examines how team overqualification affects employees' change self-efficacy and how it further motivates employees to engage in strategic scanning behavior toward proactive external information gathering and analysis. The data collection for this study was divided into two stages, spaced three months apart. The analysis of questionnaire data from 290 employees and 72 supervisors confirmed the theoretical hypothesis of this study.

Findings

When employees perceive a higher level of team overqualification, they will generate more strategic scanning behavior. And the change self-efficacy plays a mediating role between team overqualification and strategic scanning behavior and thus team members actively seek information from the external environment to develop future plans and work strategies. Meanwhile, transformational leadership positively moderates this process.

Originality/value

Firstly, this study extends the positive manifestations of overqualification at the team level. Secondly, this study verifies that change self-efficacy mediates the relationship between team overqualification and strategic scanning, enriching the research on the antecedent and outcome variables of change self-efficacy. Finally, this study verified that the interaction effect of transformational leadership and team overqualification had an impact on employee strategic scanning behavior through change self-efficacy.

Details

Journal of Organizational Change Management, vol. 36 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 6 June 2020

John C. Dexter

Upon discharge, US service members experience an instantaneous immersion back into civilian life. One of the most challenging aspects of that reimmersion is the reentry/entry into…

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Abstract

Purpose

Upon discharge, US service members experience an instantaneous immersion back into civilian life. One of the most challenging aspects of that reimmersion is the reentry/entry into the civilian workforce. As such, it is necessary to study the returning veteran's employment experience when considering the veteran's civilian reintegration. The purpose of this study was to analyze and evaluate the returning veteran's civilian employment experience and to identify challenges faced by the veteran in the civilian onboarding experience.

Design/methodology/approach

This study is a qualitative analysis in which 27 military veterans were interviewed about their experience with civilian reemployment. The results of the interviews were compiled, analyzed and grouped by common theme. This study explains some of the major issues confronted by the newly separated veteran and discusses how those challenges may influence job satisfaction and job performance.

Findings

The analysis identified the following three main themes that posed challenges to the veteran to civilian employment transition: civilian employer’s military job knowledge deficit, veteran anxiety with civilian employer’s lack of clearly defined new-hire processes and civilian employer misunderstanding of veteran compensation, benefits and family involvement expectations.

Research limitations/implications

This study is beneficial to scholars in as much as it will help to more clearly identify literature gaps, provide direction on emerging research concepts, add to the existing literature on the veteran to civilian transitions and connect research areas that have not yet been adequately studied. Future research would be well served to follow a similar program of research but by employing different research methods in order to address the limitations outlined above and further support the findings of this research. Specifically, future research should sample across a wider set of individuals as study participants (time since discharge, age, military rank at time of separation, reserve status, etc.). By doing this, future researchers may be able to determine how perceptions change over time and with regard to military experience. A second area of future research may be to conduct related research based on civilian employment opportunities and qualifications. Specific areas of study to be considered should be focused primarily on the macro issues such as military leadership and translating military experiences and skill sets to civilian contexts. Unlike other findings in this research, these two areas cannot be affected at the organizational level, and as such require concept exploration and clarity.

Practical implications

This study provides guidance and direction for veterans and employers alike by outlining areas that may be challenging for new-hire military veterans and bringing to light areas where the civilian onboarding experience can improve to better accommodate veterans. Further, this study identifies areas that directly or indirectly contribute to high veteran turnover rates and ultimately high veteran unemployment rates.

Originality/value

This original quantitative study conducted by the author specifically identifies several areas in the veteran to civilian employment transition that pose challenges for the returning veteran. All data for this study were gathered and analyzed using first-hand face-to-face interviews and established data analysis methods by the researcher.

Article
Publication date: 22 March 2022

Siswanto Siswanto and Indah Yuliana

The study aims to investigate the roles of trust and team cohesiveness as mediating variables to transmit the effect of transformational leadership dimensions on job satisfaction.

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Abstract

Purpose

The study aims to investigate the roles of trust and team cohesiveness as mediating variables to transmit the effect of transformational leadership dimensions on job satisfaction.

Design/methodology/approach

The study employs a quantitative approach with 405 respondents as the samples. The respondents are teachers and staff of schools in East Java, Indonesia. The data are analyzed using partial least square (PLS).

Findings

Trust and team cohesiveness fully mediate the relationship between idealized influences on job satisfaction. Besides, idealized influence, inspirational motivation and individualized consideration directly affect job satisfaction.

Research limitations/implications

The relationship between transformational leadership and employee job satisfaction in educational institutions has been rarely explored. The study contributes to the literature on the role of trust and team cohesiveness in transmitting the effect of transformational leadership dimensions on job satisfaction of school employees.

Practical implications

To increase employee job satisfaction at schools, principals need to be highly concerned about trust in the leader–follower relationship. Therefore, principals are responsible for responding to the followers' needs and aspirations and caring for followers.

Originality/value

The significance of the result findings lies in the detailed model that transmits the direct and indirect effect of the transformational leadership dimensions on job satisfaction.

Details

Journal of Management Development, vol. 41 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 26 August 2014

Patricia G. Martinez, Mark L. Lengnick-Hall and Mukta Kulkarni

The purpose of this paper is to present a conceptual model for conducting research on how human resource and hiring managers form impressions of overqualified individuals and how…

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Abstract

Purpose

The purpose of this paper is to present a conceptual model for conducting research on how human resource and hiring managers form impressions of overqualified individuals and how these impressions affect their treatment of overqualified individuals during selection decisions.

Design/methodology/approach

Given the central role of psychological processes within the proposed model, this conceptual paper builds on a social cognition approach.

Findings

The proposed model consists of seven primary factors that can help propel research that is dynamic and contextually driven: attributes of the overqualified individual; job attributes; observers’ cognitive overqualification schemas; observers’ attitudes; observers’ categorization processes; the organizational context; and individual factors, all of which influence the observers’ treatment of overqualified individuals.

Originality/value

Most research has focussed on individual-level outcomes of overqualification such as job satisfaction, turnover intentions, and physical and psychological health, while overlooking how organizational decision makers perceive overqualification and how this subsequently affects the likelihood of individuals being selected for an interview. Given the global growth in the number of overqualified workers, understanding antecedents and correlates of overqualification and how these affect organizational selection decisions is a pressing need. The proposed model outlines several factors that can help us better understand the phenomenon of overqualification.

Details

Personnel Review, vol. 43 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 June 2015

Mukta Kulkarni, Mark L. Lengnick-Hall and Patricia G. Martinez

The purpose of this paper is to examine how employers define overqualification and mismatched qualification and whether they are willing to hire applicants whose educational and…

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Abstract

Purpose

The purpose of this paper is to examine how employers define overqualification and mismatched qualification and whether they are willing to hire applicants whose educational and work experience credentials do not match job requirements.

Design/methodology/approach

This paper draws from qualitative interview data from 24 hiring managers across a wide range of US public sector and private industries. Data were analyzed and coded to identify themes related to managers’ perceptions of overqualification, matched, and mismatched qualification, and how these were related to selection decisions. A typology is proposed for categorizing applicant qualification levels and their potential human resource outcomes such as hiring decisions.

Findings

Hiring managers report that they are willing to interview and hire individuals whose education or experience exceed a job’s requirements as well as applicants with less than required education, but only if they possess sufficient compensatory experience.

Research limitations/implications

Findings may not apply to industries where minimum educational levels are essential or to small organizations with few opportunities for career advancement.

Social implications

Given current unemployment and underemployment levels, the findings can inform the job search strategies of job seekers. Overqualified applicants should not refrain from applying to job openings, particularly in organizations with opportunities for advancement and where education is considered an asset. Additionally, applicants should reveal their motivations for pursing positions that are intentional mismatches.

Originality/value

In contrast to previous studies conducted during periods of lower unemployment and underemployment, these data include managers’ perceptions of overqualification in a recession and post-recession job market context and thus are especially relevant to today’s employment context. The proposed typology distinguishes between categorizations of qualified, overqualified, and underqualified, and helps refine studies aimed at selection decisions.

Details

Personnel Review, vol. 44 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 11 April 2023

Ayse Collins, Ian Fillis and Zeynep Goknil Sanal

The purpose of this paper is to develop an understanding for the social inclusion of disabled performers in a developing country to create awareness and improve policies/practices.

Abstract

Purpose

The purpose of this paper is to develop an understanding for the social inclusion of disabled performers in a developing country to create awareness and improve policies/practices.

Design/methodology/approach

The study employed qualitative methodology, and data were collected through semi-structured interviews, site visits/observations and review of secondary data.

Findings

The data from different respondent groups showed the social inclusion should be reviewed at three levels: the state, society and individual. The review of existing policies revealed the neglect of the state regarding disabled people in general and even more so in performing arts due to the lack of enforcement of national and international agreements. Findings indicate that social inclusion of disabled performers is a minor issue, especially in a developing country where access to basic human rights and needs may be difficult. Amidst such difficulties, performing arts is not seen as a priority compared to other needs of disabled people and performers.

Research limitations/implications

Limitations include the limited number of disabled performers who could be identified and were willing to participate in the study. Those working in venues/public offices were also reluctant to participate. The greatest limitation was the broad lack of interest in disabled performers.

Originality/value

In Türkiye, studies on disabled people tend to focus on basic needs like health, education and employment. None, to best of researchers' knowledge, explore the social inclusion of disabled performers. This is an original study because it collects and discusses primary data on this topic, revealing the state-level negligence/oversight, the apathy of society and the degree to which an individual with disabilities must struggle to participate in performing arts. Consequently, this study shows the difficulty of developing social inclusion, equality and diversity in an emerging economy for disabled performers to raise awareness and present grounds for further legal enforcement. Moreover, implications allow for a global understanding of social inclusion that moves beyond a biased or privileged understanding/critique of disability centered on the developed world.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 42 no. 8
Type: Research Article
ISSN: 2040-7149

Keywords

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