The Effect of Perceived Over-Qualification on Turnover Intention From a Cognition Perspective

Abstract

Employee turnover caused by over-qualification has become a new problem in organizational management. The mechanism underpinning the boundaries between perceived over-qualification and employee turnover, however, remains unclear. To address this gap, the current study employed multi-factor ANOVA, hierarchical regression analysis and the bootstrap method to analyze the relationship between perceived over-qualification and employee turnover intention based on the survey data of 396 respondents in China. Overall, the results revealed that perceived over-qualification was positively correlated with turnover intention. It was also found that self-efficacy had a mediating effect on the relationship between perceived over-qualification and turnover intention. Further, professional identity had a moderating effect on the relationship between perceived over-qualification and turnover intention. Our findings expand the boundary of influence around perceived over-qualification and provide theoretical support for employee management.

The key factors associated with public health workers' intention to leave a job

“…individual) and external factors are less clear and vary across the studies. Since no factor influences employees' intention to leave work in isolation, it is of great importance that public health facilities use a holistic approach when creating retention strategies (11). Alongside ensuring PHWs' health and safety, strategies should be oriented towards increasing job satisfaction, recognizing their value and achievements, and creating supportive and productive work environments.…”

“…In-depth research on HWs' turnover intention is of clear importance to explore the processes and factors on which such an intention is based (11). Understanding the intention to leave the job as well as identifying its associated factors, allows organizations to implement the retention measures timely and prevent the actual turnover and its serious negative implications for the continuity, quality of services, and overall performance of the organization (12).…”

Psychological contract breach and job performance of new generation of employees: Considering the mediating effect of job burnout and the moderating effect of past breach experience

“…That is, employees' psychological contract feelings are susceptible to their past experience of psychological contract breach in work. Employees who have no psychological contract breach experience will be more inclined to trust the organization and thus show higher loyalty to the organization, while employees who experienced psychological contract breach in the past, will be more likely to feel restless and uncertainty (Yannick and Tim, 2018), so will reduce their job engagement (Samah et al, 2021) and increase turnover intention (Chen et al, 2021) to protect themselves. For new generation of employees in China today, they show more obvious characteristics such as utilitarian orientation, innovation orientation, long-term development, internal preference, and interpersonal harmony (Williams, 2020), which will lead them not only care more about economic returns, but also pay more attention on promoting the generation and implementation of creative ideas.…”

“…Scholars have recognized the importance of research on new generation of employees management, and have paid more attentions on their turnover tendency (Chen et al, 2021;Liu et al, 2022), innovation behavior (Li et al, 2020;Mou et al, 2021), and job performance (Huang et al, 2015;Liu and Chiu, 2020). But unfortunately, the existing research has primarily focused on the antecedents that positively impact the behavior of new generation of employees, such as sense of values (Huang et al, 2015) and job satisfaction (Zhou and Qian, 2021), and lacked the systematic research on the antecedents that may negatively affect their behaviors, such as psychological contract breach (Yannick and Tim, 2018) and compulsory citizenship behavior (Samah et al, 2021).…”

The influence of employees' perception of over-qualification on career compromise: Mediated by role conflict and sense of relative deprivation

“…How to minimize the negative impact of over-qualification on individuals and organizations has aroused widespread concern. Because the inconsistency between self-cognition and work environment will lead to low job satisfaction, high anxiety, conflict, high sense of deprivation, high burnout rate, and other negative emotions (Aranega et al, 2020 ; Zeng et al, 2020 ; Chen et al, 2021 ). These emotions are not only unfavorable to employees' proactive behaviors such as knowledge sharing, voice behavior and innovation (Zhao et al, 2015 ; Erdogan et al, 2020 ; Zhou et al, 2020 ; Zhao and Li, 2022 ), but also lead to employees' slacking behavior, withdrawal behavior, surface acting, and counterproductive work behavior (Liu et al, 2015 ; Andel et al, 2021 ; Cheng et al, 2021 ; Zhou and Wang, 2021 ).…”