Built to last: Interactive effects of perceived overqualification and proactive personality on new employee adjustment

Simon, Lauren; Bauer, Talya N.; Erdoğan, Berrin; Shepherd, William G.

doi:10.1111/peps.12297

Cited by 75 publications

(70 citation statements)

References 98 publications

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“…This has practical implications for organizational socialization. It has previously been established, for example, that proactive personality (e.g., Kammeyer-Mueller & Wanberg, 2003;Simon, Bauer, Erdogan, & Shepherd, 2019) is important for newcomer adjustment, but this study is the first to establish that proactive personality levels relate to differences in early adjustment as well as adjustment patterns over time. Thus, we have extended the findings of previous work to show that it is both the intercept and the slope of adjustment that are influenced by this personality characteristic.…”

Section: Practical Implicationsmentioning

confidence: 81%

Jump-Starting the Socialization Experience: The Longitudinal Role of Day 1 Newcomer Resources on Adjustment

Bauer¹,

Erdoğan²,

Caughlin

et al. 2020

Journal of Management

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We examine the newcomer adjustment patterns of 985 new hires at a Fortune 500 technology organization across their first year on the job. Data were collected from newcomers, their managers, and company records from organizational entry (employee’s first day) to the end of the first year of employment. We examined, first, whether newcomer resources (material, personal, social, and status resources) related to early newcomer adjustment levels (role clarity, task mastery, and acceptance) and rates of adjustment and, second, how newcomer resources and the rate of adjustment related to manager ratings of newcomer adjustment at 9 and 12 months post-entry. The average of every adjustment variable was higher at the latest data collection point, indicating that time was on newcomers’ side and was related, overall, to higher adjustment levels. Finally, we explored which resources related to the three newcomer adjustment indicators and the shapes adjustment trajectories took depending on resources at organizational entry. Results indicated that personal resources (proactive personality, optimism, and organizational knowledge) were related to early adjustment. Regarding material resources, having a work station ready the first day on the job was related to adjustment. For social resources, meeting one’s manager the first day on the job was related to early social acceptance. For status resources, greater newcomer job level was unexpectedly not related to early adjustment. We found partial support for the direct relationships between early adjustment levels or adjustment rates and manager ratings of adjustment at 9 months but limited support for manager ratings of adjustment at 12 months.

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Section: Practical Implicationsmentioning

confidence: 81%

Jump-Starting the Socialization Experience: The Longitudinal Role of Day 1 Newcomer Resources on Adjustment

Bauer¹,

Erdoğan²,

Caughlin

et al. 2020

Journal of Management

Self Cite

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“…Our findings have practical implications for HRM. First, our results indicate that under humble leadership, individuals who feel overqualified might direct their energy toward better planning their career rather than feeling resentful (Simon, Bauer, Erdogan, & Shepherd, 2019). Therefore, rather than viewing perceived overqualification as inherently positive or negative, our research suggests that organizations can play an active role in ensuring that perceived overqualification leads to positive outcomes.…”

Section: Discussionmentioning

confidence: 92%

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

Ganegoda

Chen

et al. 2020

Human Resource Management

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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 multiwave 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.

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“…SMs make heavy investments in job search (e.g., Guerrero & Rothstein, 2012; McCoy & Masuch, 2007; Sardana, Zhu, & van der Veen, 2016) and they are frequently underemployed relative to their own qualifications (Shirmohammadi et al, 2019; Syed, 2008). These characteristics lower a newcomer’s motivation to adjust to the organization (Simon, Bauer, Erdogan, & Shepherd, 2019; Takeuchi & Takeuchi, 2009). Further, the socialization of SMs may take significantly longer than the socialization of other newcomers, extending beyond the onboarding activities that employers usually deploy at organizational entry.…”

Section: Organizational Socialization Processmentioning

confidence: 99%

Skilled Migrants Employed in Developed, Mature Economies: From Newcomers to Organizational Insiders

Tharenou

Kulik

2020

Journal of Management

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Migrants are a growing segment of the highly educated international workforce, and these skilled migrants (SMs) are critical to the growth of developed, mature economies. SMs frequently report negative workplace experiences antithetical to their integration, raising important questions about how organizations might help these host-country newcomers to transition to become organizational insiders. Our aim is to integrate a broad and multidisciplinary literature and identify opportunities where organizations and managers might intervene to enable a successful socialization process and improve SMs’ workplace experiences. We review the empirical research from 2000 to 2019 for SMs employed in developed, mature economies and focus on the SMs’ workplace experiences postorganizational entry. We employ a three-phase socialization model (anticipatory socialization, accommodation, and adaptation) as our organizing framework to identify SMs’ key challenges and outcomes, consider those challenges and outcomes through a socialization lens, and isolate the challenges and outcomes that characterize each transition point (from anticipatory socialization to accommodation and from accommodation to adaptation). We then use these distinguishing characteristics to recommend activities that organizations can implement at each transition to facilitate SMs’ socialization process. By leveraging the three-phase socialization model to align organizational activities with SMs’ workplace experiences, we extend the field’s understanding of SM socialization (in particular) and of the organizational socialization process (more generally).

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Built to last: Interactive effects of perceived overqualification and proactive personality on new employee adjustment

Cited by 75 publications

References 98 publications

Jump-Starting the Socialization Experience: The Longitudinal Role of Day 1 Newcomer Resources on Adjustment

Jump-Starting the Socialization Experience: The Longitudinal Role of Day 1 Newcomer Resources on Adjustment

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

Skilled Migrants Employed in Developed, Mature Economies: From Newcomers to Organizational Insiders

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