The Relationship between Perceived Overqualification and Counterproductive Work Behaviors: Moderating Role of Perceived Distributive Justice

Abstract

Employee behaviors can be classified into two basic groups as positive and negative organizational behaviors. One of the negative organizational behaviors is counterproductive work behaviours. It is aimed to reveal the effects of perceived overqualification on counterproductive work behaviours and moderating role of distributive justice through an empirical study. In this respect, the data obtained from 398 employees in hospitality enterprises was analyzed by means of structural equation modelling (SEM). It is found that there is a positive relationship between perceived overqualification and counterproductive work behaviours, and perceived distributive justice moderates the relationship between perceived overqualification and counterproductive work behaviours towards colleagues. Some theoretical and managerial implications are offered about the variables. Distributive justice is effective in reducing counterproductive work behaviours which emerged from perceived overqualification. Managers need to control the factors that lead to perceived overqualification and implement strategies that can activate catalyst variables, lessening or eliminating its negative consequences. In addition, limitations of the study and suggestions for future studies are provided.

Person–Job Misfit: Perceived Overqualification and Counterproductive Work Behavior

“…Examining POQ and CWB link, we integrated the person-job fit theory. We argue that overqualified employees are more inclined to figure out what this mismatch implies to them cognitively (Biçkes et al, 2020). Employee's cognitive reactions include lower self-esteem, anxiety, and frustration.…”

Knowledge sharing behaviour of overqualified repatriates

“…Based on this, it is important for the organizations to take note of the effect of perceived overqualification because it has been presented as a critical indicator for predicting JGM 9,4 employees' job attitudes and behaviours that are linked to job dissatisfaction, lower levels of commitment and counterproductive work behaviors (e.g. Bickes et al, 2020;Birur and Muthiah, 2013;Feldman et al, 2002;Vidal et al, 2007;Zheng and Wang, 2017).…”

The impacts of perceived overqualification on employee performance: a case of chefs

“…The concept of qualification emphasized by different disciplines refers, in the studies in which it is discussed, to the characteristics of an individual such as educational status, knowledge, skills, experience, and talents. When these attributes either exceed or fail to meet job qualifications, it is regarded as a quality mismatch (Erdogan, Bauer, Peiró & Truxillo, 2011;Bickes, Yilmaz, Samur & Demirtas, 2020). Although quality mismatch does not have a perfect equivalent in Turkish, an individual's having more qualifications than is required by the position can be defined as "overqualification," while having fewer qualifications than is required by the position can be regarded as "underqualification" (Ünsal Akbıyık, 2016).…”