Linking perceived overqualification to work withdrawal, employee silence, and pro-job unethical behavior in a Chinese context: the mediating roles of shame and anger

Abstract

Using appraisal theories of emotions as the theoretical basis, we delineate how perceived overqualification relates to work withdrawal, employee silence, and pro-job unethical behavior through the mediating effects of discrete emotions (i.e., shame and anger). We suggest that perceived overqualification is positively associated with shame and ultimately work withdrawal and employee silence, and it has a positive effect on pro-job unethical behavior through the mediating role of anger as well as the serial mediating effect of shame and anger. Data from a three-wave, time-lagged survey of 225 full-time employees in China, provides support for our theoretical model and hypotheses. Taken together, our results suggest that discrete emotional states can help to interpret how and why overqualified employees exhibit distinct action tendencies. We discuss the theoretical and practical implications of our findings.

How supervisor perceived overqualification influences exploitative leadership: the mediating role of job anxiety and the moderating role of psychological entitlement

“…pay and opportunity to develop oneself) in the workplace (Cheng et al, 2020;Andel et al, 2022). In this case, supervisors who perceive they are overqualified will worry about whether their daily work efforts will be appreciated (Ma et al, 2023) and are likely to face the potential threat that thwarts personal expectations such as status and personal growth (Liu et al, 2023). As supervisors' exploitative behaviors can contribute to their goal-attainment (Garlatti Costa et al, 2022), which can increase their self-worth and recognition from the organization, supervisors may display exploitative behaviors to deal with the threat caused by perceived overqualification.…”

Do Illegitimate Tasks Lead to Work Withdrawal Behavior among Generation Z Employees in China? The Role of Perceived Insider Status and Overqualification

“…Under conditions of a low sense of fairness, employees’ perception of insider status is weakened, and they are more likely to perceive themselves as outsiders of the organization. Existing research has demonstrated that highly perceived overqualified employees engage in more job search behaviors, voluntary turnover, and counterproductive work behaviors [ 75 , 76 , 77 ].…”

Are they really overqualification? Evaluation of perceived overqualification by the employees

“…(Fine & Edward, 2017;Luksyte et al, 2011). The main reason for counterproductive behavior is that perceived overqualification leads to anger and unhappiness among individuals (Liu et al, 2023). Perceived overqualification also has a negative effect on employee life satisfaction (Gkorezis et al, 2019) In addition, perceived overqualification results in a decline in employee job satisfaction (El-Sawalhy et al, 2022;Johnson et al, 2002;Lobene & Meade, 2013;Maynard et al, 2006;Verhaest & Omey, 2006).…”