Too smart for their own good? A study of perceived cognitive overqualification in the workforce

Fine, Saul; Nevo, Baruch

doi:10.1080/09585190701799937

Cited by 140 publications

(179 citation statements)

References 29 publications

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“…Much of the previous work on POQ has drawn directly on the person-job fit literature, emphasizing underutilization of skills as a mechanism giving rise to POQ (Erdogan et al, 2011). Evidence suggests that effective matching between the person's qualifications and the job is more likely to lead to job satisfaction (Fine & Nevo, 2008;Lee, 2005) and general well-being (Harter & Arora, 2010;Kalleberg, 2008;Odle-Dusseau, Britt, & Bobko, 2012), which are highly desirable for the individual, and is associated with organizational commitment and lower turnover intentions (Maynard et al, 2006), which are beneficial to the organization (Brkich, Jeffs, & Carless, 2002).…”

Section: Please Scroll Down For Articlementioning

confidence: 96%

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Lobene

Meade

Pond

2014

The Journal of Psychology

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Although employee (subjective) perceived overqualification (POQ) has recently been explored as a meaningful organizational construct, further work is needed to fully understand it. We extend the theoretical psychological underpinnings of employee POQ and examine both its determinants and outcomes based on established and newly proposed theoretical developments. Four-hundred and fifteen employees completed an online questionnaire and 208 of their supervisors completed corresponding surveys about the employees' withdrawal behaviors and job-related attitudes, in order to explore potential predictors and outcomes of subjectively experienced POQ. Among the predictors, work conditions (uniform requirements and repetitive tasks) were most strongly associated with POQ. In terms of individual differences, narcissism predicted higher POQ while general mental ability only did when holding other variables constant. In addition, among the outcomes, higher POQ was related to lower job satisfaction and organizational commitment, but was not related to withdrawal behaviors such as truancy, absenteeism, and turnover intentions.

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Section: Please Scroll Down For Articlementioning

confidence: 96%

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Lobene

Meade

Pond

2014

The Journal of Psychology

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“…The studies that investigated the relationship between overeducation and performance are scarcer. While King and Hautaluoma (1987) found no statistical difference in self-rated performance between overqualified and adequately qualified workers, Fine and Nevo (2008) noted a positive difference in supervisor-rated job performance. Also studies relying on employer surveys by Athey and Hautaluoma (1994) and Maynard et al (2009) concluded that overqualified workers outperform their adequately qualified colleagues.…”

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confidence: 94%

Overeducation and job satisfaction: the role of job demands and control

Verhaest

Verhofstadt

2016

International Journal of Manpower

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Downloaded by Elsy Verhofstadt At 01:39 24 May 2016 (PT)Overeducation and job satisfaction: the role of job demands and control Dieter VerhaestFaculty of Economics and Business, Campus Brussels, KU Leuven, Brussels, Belgium, and Elsy VerhofstadtFaculty of Economics and Business Administration, Ghent University, Ghent, BelgiumAbstract Purpose -The purpose of this paper is to investigate how job demands and control contribute to the relationship between overeducation and job satisfaction. Design/methodology/approach -The analysis is based on data for Belgian young workers up to the age of 26. The authors execute regression analyses, with autonomy, quantitative demands and job satisfaction as dependent variables. The authors account for unobserved individual heterogeneity by means of panel-data techniques. Findings -The results reveal a significant role of demands and control for the relationship between overeducation and job satisfaction. At career start, overeducated workers have less control than adequately educated individuals with similar skills levels, but more control than adequately educated employees doing similar work. Moreover, their control increases faster over the career than that of adequately educated workers with a similar educational background. Finally, demands have less adverse effects on satisfaction for high-skilled workers, irrespective of their match, while control moderates the negative satisfaction effect of overeducation.Research limitations/implications -Future research should look beyond the early career and focus on other potential compensation mechanisms for overeducation. Also the role of underlying mechanisms, such as job crafting, deserves more attention. Practical implications -The results suggest that providing more autonomy is an effective strategy to avoid job dissatisfaction among overeducated workers. Originality/value -The study connects two areas of research, namely, that on overeducation and its consequences and that on the role of job demands and control for workers' well-being. The results contribute to a better understanding why overeducation persists. Moreover, they are co...

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“…For instance, studies by Fine and Nevo (2008) and Erdogan and Bauer (2009) found support for the positive relationship between perceptions of overqualification and performance. Similarly, Holtom et al (2002) found a positive relationship between work status congruence and task performance.…”

Section: The Relationship Between Perceived Overqualification and Tasmentioning

confidence: 99%

“…While studies have shown that overqualified employees demonstrate more negative job attitudes and are more likely to leave their organisations (Erdogan & Bauer, 2009), the relationship between employees' perceptions of overqualification and their task performance is less clear. Although some studies have found a negative relationship between perceptions of overqualification and performance (e.g., Bolino & Feldman, 2000), others have found weak, mixed, or no relationships (e.g., King & Hautaluoma, 1987), while others report a positive one (e.g., Erdogan & Bauer, 2009;Fine & Nevo, 2008;Holtom, Lee, & Tidd, 2002).…”

Section: Introductionmentioning

confidence: 99%

Perceived Overqualification and Performance. The Role of the Peer-Group

Alfes¹

2013

German Journal of Human Resource Management: Zeitschrift für Pe

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Perceived overqualification and performance. The role of the peer-group ** Research on the relationship between perceived overqualification and individual performance has examined individual experiences of overqualification in isolation. The present study approaches this relationship in a new light by examining a condition under which perceptions of overqualification lead to higher versus lower performance levels. This condition is the joint perception of overqualification held by one's colleagues. Regression analyses based on data from 780 employees in 62 teams in a service organisation in the United Kingdom reveal that overqualified employees perform better as peer-group perceptions of overqualification increase. Conversely, employees with lower perceptions of overqualification perform worse as peer-group perceptions of overqualification increase. These results indicate that HRM practitioners can avoid negative outcomes of overqualification if they position overqualified individuals within teams, where other employees are also overqualified. Überqualifikation und individuelle Leistungserbringung. Die Rolle der Arbeitsgruppe Die bisherige Forschung zum Zusammenhang zwischen Überqualifikation und individueller Leistungserbringung hat überqualifizierte Mitarbeitende weitestgehend isoliert betrachtet. Die vorliegende Studie beleuchtet diesen Wirkungszusammenhang aus einem geänderten Blickwinkel, indem eine Rahmenbedingung untersucht wird, unter der die individuelle Wahrnehmung von Überqualifikation zu höherer beziehungsweise niedrigerer Leistungserbringung führt. Diese Rahmenbedingung ist die gemeinsame Wahrnehmung von Überqualifikation innerhalb der Arbeitsgruppe. Regressionsanalysen basierend auf Daten von 780 Mitarbeitenden in 62 Teams in einer Dienstleistungsorganisation in Großbritannien zeigen, dass die Leistungserbringung von überqualifizierten Mitarbeitenden steigt, je mehr sich die Arbeitsgruppe als überqualifiziert einschätzt. Im Gegensatz dazu erbringen Mitarbeitende mit geringer Überqualifikation schlechtere Leistungen, wenn sie in einer Arbeitsgruppe mit Überqualifizierten arbeiten. Die Ergebnisse der Studie zeigen, dass Personalverantwortliche die negativen Auswirkungen von Überqualifikation vermeiden können, indem sie überqualifizierte Personen in Teams mit weiteren überqualifizierten Mitarbeitenden einsetzen.

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Too smart for their own good? A study of perceived cognitive overqualification in the workforce

Cited by 140 publications

References 29 publications

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Perceived Overqualification: A Multi-Source Investigation of Psychological Predisposition and Contextual Triggers

Overeducation and job satisfaction: the role of job demands and control

Perceived Overqualification and Performance. The Role of the Peer-Group

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