Overeducation, perceived career progress, and work satisfaction in young adulthood

Ueno, Koji; Krause, Alexandra

doi:10.1016/j.rssm.2018.03.003

Cited by 13 publications

(15 citation statements)

References 43 publications

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“…The maintenance theory proposed by (Robbins & Judge, 2008) that job satisfaction can be achieved and not realized depends on the people who work and the work produced, which is assessed based on work challenges, work progress, achievement, recognition, and work itself. The first variable, namely leadership, refers to the type of leadership theory from (Ueno & Krause, 2018). Leadership based on the kind of personal, non-personal, democratic, authoritarian, paternalistic, and talent.…”

Section: Measurementmentioning

confidence: 99%

The Effect of Competences, Work Motivation, Learning Environment on Human Resource Performance

Mulang

2021

GRHRM

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This research is motivated by efforts to improve the quality of education, and teacher performance has not been achieved as expected. This can be seen from the number of students' achievement decreases. Due to the teacher's performance has not yet produced a standard output of students who excel. The cause that occurs can not be separated from the competence, motivation, and learning environment that still has to be improved. These three variables directly or indirectly have an influence on teacher performance and the quality of education. This study aims to determine and analyze the effect of competence, motivation, learning environment on teacher performance, the quality of education, and indirect effects through teacher performance on the quality of education. The population of this study was all elementary school teachers at the Education Office of South Sulawesi Province. The total sample study is 393 respondents. The data were analyzed using the Structural Equation Model (SEM) utilizing AMOS 18. The study results found that direct or indirect effect the competence, motivation, learning environment had a positive and significant effect on teacher performance, as well as relationship antecedent variables on the quality of education. Including the performance of teachers, effect on quality of education.

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Section: Measurementmentioning

confidence: 99%

The Effect of Competences, Work Motivation, Learning Environment on Human Resource Performance

Mulang

2021

GRHRM

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“…Commitment, OCB and Employee Performance Job satisfaction will have an impact on organizational performance (Ueno & Krause, 2018). The quality of employee performance requires a precondition of job satisfaction, as stated by Robbins in 2007 that for organizational performance to be achieved, employees should get satisfaction in working first (Chandra, 2016;Andreassen, Hetland, & Pallesen, 2010).…”

Section: Effect Of Job Satisfaction On Organizationalmentioning

confidence: 99%

Structural Model of Developing Human Resources Performance: Empirical Study of Indonesia States Owned Enterprises

Haerani¹,

MARDI²,

Hakim³

et al. 2020

JAFEB

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This study aims to analyze the effect of structural Person-Organization Fit and organizational justice on organizational commitment, job satisfaction, Organizational Citizenship Behavior and employee performance. This study is based on a quantitative approach by collecting data using a survey conducted on three SOE's companies in Indonesia that operate in Makassar City, namely Pelindo. Ltd (Port Company), PLN. Ltd (Electric Company) and Pertamina. Ltd (Oil and Gas Company), with a sample of 90 employees. The study population was all non-managerial permanent employees. Data analysis using Structural Equation Modeling. In structural relations, out of the nine direct tests, there were two insignificant relationships, and in all three hypotheses there was one not-supported hypothesis. When compared between person-organization Fit and Organizational Justice, it is found that organizational justice has a more critical role in building Human Resource performance compared to Person-Organization Fit, because organizational justice is better able to provide job satisfaction and make organizational commitment and OCB as a prerequisite for its formation to better Human Resources performance. With organizational justice, employees will feel more satisfied working, committed to the work and organization, and behaves as a supportive organizational citizen for the realization of the best performance for the interests of the organization going forward.

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“…Compared to workers with the same level of education, those who feel overqualified are less satisfied with their job (Maynard et al , 2006; McGuiness and Sloane, 2011; Verhaest and Verhofstadt, 2016; Ueno and Krause, 2018), they have higher turnover intentions (Maynard et al , 2006; Harari et al , 2017) and higher likelihood of engaging in counterproductive behaviors (Liu et al , 2015). While most research in psychology and management uses a measure of perceived overqualification (Erdogan et al , 2011b; Harari et al , 2017; Maltarich et al , 2011), economists and other social scientists use either objective or subjective measures (Frei and Sousa Poza, 2012) and fewer use both simultaneously (Arvan et al , 2019; Verhaest and Omey, 2010).…”

Section: Distinguishing Objective and Subjective Overqualification Im...mentioning

confidence: 99%

“…The P-J fit theory views overqualification as a type of poor person–environment match that can have a negative effect on psychological well-being at work (Ueno and Krause, 2018; Liu et al , 2015; Maynard and Parfyonova, 2013). Indeed, Wanous et al (1992) explain that the staffing process precisely consists of finding the best possible match between (1) the candidates' capacities and the requirements of the posted position (demands-ability fit) and (2) the needs or expectations of the candidates in connection with the organizational climate, culture or other working conditions (needs–supplies fit).…”

Section: Theoretical Framework Linking Overqualification and Job Sati...mentioning

confidence: 99%

Profiling the “big fish in a small pond” and examining which one swims the most happily

Boulet¹

2021

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PurposeTo 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/approachUsing 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.FindingsThe 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/valueThe 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.

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Overeducation, perceived career progress, and work satisfaction in young adulthood

Cited by 13 publications

References 43 publications

The Effect of Competences, Work Motivation, Learning Environment on Human Resource Performance

The Effect of Competences, Work Motivation, Learning Environment on Human Resource Performance

Structural Model of Developing Human Resources Performance: Empirical Study of Indonesia States Owned Enterprises

Profiling the “big fish in a small pond” and examining which one swims the most happily

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