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

Erdoğan, Berrin; Karakitapoğlu‐Aygün, Zahide; Caughlin, David E.; Bauer, Talya N.; Gumusluoğlu, Lale

doi:10.1002/hrm.22012

Cited by 49 publications

(69 citation statements)

References 67 publications

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“…First, our study contributes to the overqualification literature by considering the perspective of leaders, revealing how leaders would respond to overqualified employees. Previous research on perceived employee overqualification focused on the incumbents, demonstrating the effect of overqualification on employees themselves or their coworkers (Deng et al., 2018; Erdogan et al., 2018, 2020; Gkorezis, Erdogan, Xanthopoulou, & Bellou, 2019; Hu et al., 2015; Luksyte & Spitzmueller, 2016; Ma et al., 2020; Simon et al., 2019). Little attention has been paid to the views of leaders and how they respond to employee overqualification.…”

Section: Discussionmentioning

confidence: 99%

“…That is, high levels of status threat can shorten the beneficial range of leaders’ perceived overqualification of employees and move the inflection point to a lower level. Second, when leaders perceive that their status is threatened, they are more sensitive to the insecurity and crisis induced by overqualified employees (Erdogan, Karakitapoğlu‐Aygün, Caughlin, Bauer, & Gumusluoglu, 2020; Yu et al., 2018). The potential higher performance of overqualified employees would be outweighed by the leaders’ perception that their organizational status has been challenged by such employees (Cohen‐Charash, 2009; Kellogg, 2012; Reh, Tröster, & Van Quaquebeke, 2018).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Jiang

Dong

et al. 2022

J Occupat & Organ Psyc

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This research aimed to advance overqualification literature by examining how leaders’ perceived employee overqualification (LPEO) influences their empowering behaviour and employee work behaviours. Drawing upon the individualized leadership theory, we proposed that LPEO has an inverted U‐shape relationship with their empowering behaviour such that leaders are more motivated to empower employees from low to moderate levels of overqualification, but this tendency decreases after a certain inflection point. We also predicted that the inflection point occurs at a lower level of employee overqualification when leaders perceive higher (vs. lower) status threats. Leader empowering behaviour was hypothesized to positively predict employees’ voice and negatively predict their withdrawal behaviour. Two multi‐source and time‐lagged studies were conducted to examine this moderated mediation curvilinear model. In Study 1, survey data from 372 leader–employee dyads supported the inverted U‐shape mediation model from leaders’ perceived overqualification to empowering behaviour, then to employee outcomes (i.e., voice and withdrawal behaviour). In Study 2, we collected data from a sample of 73 team leaders and 286 employees, and the results supported the full model. Taken together, these findings offer a perspective to enrich the understanding of employee overqualification and have important practical implications. Practitioner points When leaders regard employees as overqualified, they can assist them via the means of appropriate empowerment to best utilize their skills to benefit the company. Leader empowerment can inspire employees’ voice behaviour but reduce their withdrawal behaviours. To minimize potentially negative aspects from highly overqualified employees, organizations should reduce leaders’ concern about the status threat, and encourage leaders’ proactive responses to these employees so as to achieve positive returns from overqualified employees.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Jiang

Dong

et al. 2022

J Occupat & Organ Psyc

View full text Add to dashboard Cite

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“…Job insecurity is defined as the threat to their current job perceived by an employee (Erdogan et al 2020). Some scholars have also defined job insecurity as an employee's willingness to continue working or their views on being unemployed during a crisis and an employee's continual fear of losing their job.…”

Section: Job Insecuritymentioning

confidence: 99%

Hospitality Industry Employees’ Intention to Stay in Their Job after the COVID-19 Pandemic

Chen

2021

Administrative Sciences

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The COVID-19 pandemic had a devastating effect on the tourism and hospitality industries in Taiwan, causing some small companies to cease trading and large companies to place their employees on unpaid leave. Placing employees on unpaid leave may have negatively affected the intention of hospitality employees to remain in their jobs. This study examined whether employees’ job insecurity and organizational identification affected their intention to stay in their job during the COVID-19 pandemic. Previously developed scales were adopted to develop items measuring job insecurity, organizational identification, and intention to stay in a job. Responses to 515 returned questionnaires were examined. The results revealed that job insecurity significantly affects organizational identification. Both job insecurity and organizational identification significantly affected intention to stay. Few studies have used path analyses to investigate the relationships among intention to stay, job insecurity, and organizational identification. The indirect effect of organizational identification was analyzed, and evidence supporting a total effect and total indirect effect was obtained. This implies that hospitality companies seeking to retain staff during crises should promote organizational identification among staff.

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“…job insecurity, JI). JI influences both organization and individual-level outcomes (Kim, 2019; Erdogan, 2020). From employees' perspectives, increased JI has threatening effects on the employees' behaviors and especially their safety behavior, as the opening up of businesses after lockdowns, are not attributed to the improved pandemic conditions but to survive (Breier et al , 2021; Seetharaman, 2020), with stringent SOPs are to be followed (Kim et al , 2021).…”

Section: Theorization and Hypotheses Developmentmentioning

confidence: 99%

Job insecurity and employees' safety voice behavior – a managerial dilemma caused by COVID-19

Salman

Ahmed

Jahangir

2021

APJBA

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PurposeThe world is witnessing enormous changes due to the outbreak of the COVID-19 epidemic. One of the unkind changes is the increased downsizing and layoffs, which has led to a situation of job insecurity. Moreover, due to the unavailability of a cure for the pandemic, the businesses have started their operations with added safety measures that demand a high level of employee safety behavior. But how job insecurity and safety voice may stay in one sheath is an area that requires attention. Hence, this study investigates the impact of job insecurity on employees' safety voice behavior in a COVID-19 outbreak, through serial mediation mechanisms of organizational support and trust.Design/methodology/approachData has been collected through a structured questionnaire from the sample (N = 213) of employees of service organizations.FindingsFindings of the study reveal that job insecurity is not directly linked with safety voice behavior, and therefore full mediation through perceived organizational support and trust is supported is proved.Originality/valueThis study covers the investigation of job insecurity, during pandemic COVID-19, and its effects on safety voice. It also explains the mechanism between the variables of interest through perceived organizational support and trust in the organization. The study is a timely contribution to the existing literature and offers both theoretical and managerial implications.

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

Cited by 49 publications

References 67 publications

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Leaders’ response to employee overqualification: An explanation of the curvilinear moderated relationship

Hospitality Industry Employees’ Intention to Stay in Their Job after the COVID-19 Pandemic

Job insecurity and employees' safety voice behavior – a managerial dilemma caused by COVID-19

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