资质过剩感与亲组织不道德行为：心理特权与谦卑型领导的作用

运用自我评价理论视角，并采用两阶段追踪调查问卷方法收集数据，探讨了资质过剩感与亲组织不道德行为的关系以及心理特权和谦卑型领导在两者关系中的作用机制。实证分析结果表明：资质过剩感显著正向影响心理特权，心理特权在资质过剩感与亲组织不道德行为之间起到中介作用，谦卑型领导显著负向调节资质过剩感与心理特权的关系。研究对管理实践有一定的启示，丰富了资质过剩感和亲组织不道德行为理论。

Effect of Perceived Overqualification on Unethical Pro-organizational Behavior: The Role of Psychological Entitlement and Humble Leadership

Perceived overqualification refers to an employment situation in which employees feel that they possess surplus qualifications relative to what a job requires. Due to changes in both the composition of the workforce and the economy, overqualification has become a common and important issue. Research on perceived overqualification has mainly focused on its negative consequences, such as low levels of organizational commitment and job satisfaction, counterproductive behaviors and organizational deviance behaviors. But there is no research on unethical pro-organizational behavior. Unethical behavior in the workplace has been widely reported in the last decades. Especially, an emerging stream of research has begun to systematically theorize and investigate unethical pro-organizational behavior. But the mechanism of perceived overqualification on unethical pro-organizational behavior is still unknown. In view of this, we proposed a moderated-mediation model to uncover the underlying mechanism and the boundary conditions of the relationship between perceived overqualification and unethical pro-organizational behavior. Drawing upon self-evaluation theory, we hypothesized that perceived overqualification is indirectly related to unethical pro-organizational behavior through psychological entitlement. We further proposed that humble leadership weakens this hypothesized relationship. To test those hypotheses, we collected a two-wave field data, one month apart each other, from a group of real estate and manufacturing employees of companies located in Beijing and Hebei province. Perceived overqualification and humble leadership in the first survey, and psychological entitlement, unethical pro-organizational behavior in the second survey. Three hundreds and ninty-two employees completed the two-wave survey. We applied regression analysis, bootstrap methods and multilevel structural equation modeling to analyze the data, and we adopted SPSS 21.0 and Mplus7.0 software to do the analysis. The result of data analysis showed that: (1) Perceived overqualification significantly and positively affected psychological entitlement and psychological entitlement significantly and positively affected unethical pro-organizational behavior; (2)Psychological entitlement partially mediated the relationship between perceived overqualification and unethical pro-organizational behavior; (3) Humble leadership negatively moderated the link of perceived overqualification- psychological entitlement, that is, the higher level of humble leadership, the weaker relationship between perceived overqualification and psychological entitlement; on the contrary, the relationship was stronger. Overall, in order to better understand perceived overqualification in unethical pro-organizational behavior, this study developed a moderated mediation model to examine the complementary relationship, but it was not verified by the present data. Our findings were among the first to demonstrate the relationship between perceived overqualification and unethical pro-organizational behavior, and explore the psychological mechanism and boundary conditions. Theoretical contributions in this study may be included several aspects: (a) By investigating the driving factors of unethical pro-organizational behavior in organizational, our research filled the research gap of unethical pro-organizational behavior in organization, but also expanded the direction of research on perceived overqualification; (b) By identifying the mediating role of psychological entitlement, our research uncovered the influencing path of perceived overqualification on unethical pro-organizational behavior; (c) By examining the moderating role of humble leadership, our research offered a more comprehensive view of under what conditions that employees with high perceived overqualification were more likely not to exhibit unethical pro-organizational behavior.