资质过剩感对个体绩效的作用效果及机制：基于情绪-认知加工系统与文化情境的元分析

近年来, 资质过剩作为一种特殊的个人-环境不匹配现象, 引发了较多学者的关注, 但相关研究结论尚有争议。对包含383项独立研究、945个效应值及575061个研究样本的321篇文献开展元分析：(1)直接效应检验表明, 资质过剩感与消极情绪(愤怒、无聊)显著正相关, 与积极自我概念(自尊、自我效能感)的相关性不显著; 在个体绩效方面, 资质过剩感与消极角色外行为(反生产行为、离职)显著正相关, 与积极角色外行为(创新、组织公民行为等)和任务绩效的相关性不显著。(2) 结构方程模型元分析表明, 资质过剩感能够通过增强消极情绪, 进而增加消极角色外行为、减少积极角色外行为和任务绩效; 能够通过增强积极自我概念, 进而增加积极角色外行为和任务绩效、减少消极角色外行为; (3)集体主义文化倾向在资质过剩感通过情绪-认知加工系统影响个体绩效的过程中发挥调节作用, 在高集体主义文化情境中, 资质过剩感对消极情绪的负向影响较弱, 且能对积极自我概念产生正向影响; 在低集体主义文化情境中, 资质过剩感对消极情绪的负向影响较强, 且能对积极自我概念产生负向影响。(4)资质过剩感与个人-工作匹配相关性较强, 与个人-组织匹配相关性较弱; 与二者相比, 资质过剩感对压力感、离职的预测效果最强。研究结果有助于理解资质过剩感对个体绩效的复杂作用机制和边界条件, 并为组织如何管理资质过剩员工提供参考。     

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。     

资质过剩感影响组织公民行为的情绪路径

本研究从员工情绪以及情绪调节的视角,考察了资质过剩感对员工组织公民行为的影响机制。通过对534名企事业员工的问卷调查数据进行分析,结果表明:员工的资质过剩感对其组织公民行为具有显著的消极作用;工作愤怒在资质过剩感与员工组织公民行为之间起部分中介作用;不同的情绪调节方式对员工资质过剩感与其工作愤怒的正向关系有不同的调节作用,认知重评方式有助于缓解资质过剩感对愤怒以及组织公民行为的消极影响,而表达抑制方式的调节作用恰恰相反。这一研究结果表明了情绪调节在工作领域中所发挥的作用,具有一定理论意义与实际价值。     

团队情境中资质过剩感的积极效应：综合组成型和汇编型方式的视角

资质过剩感是指个体认为其资质超出所从事工作的实际需要的主观感受。在当前各类组织当中,资质过剩现象普遍存在,资质过剩感的影响效应受到了国内外学者的广泛关注。然而,以往研究主要集中于探讨资质过剩感在个体层面的消极效应,而对其潜在积极效应的探究略显不足,并且忽略了对团队层面资质过剩感的关注。为此,本文将综合组成型方式和汇编型方式来分析和探索团队情境中资质过剩感的构成及其影响效应。主要开展三个方面的研究：其一,探究团队资质过剩感构成对团队工作产出的积极影响;其二,考察团队资质过剩感构成对个体工作产出的跨层次积极影响;其三,考察在资质过剩感团队差异化条件下,个体资质过剩感对其工作产出的积极影响的出入。本文预期将扩展资质过剩感在团队情境中的研究,更好地指导企业管理实践。     

冲突还是增益？员工资质过剩感知对工作家庭关系的影响

近年来,随着高等教育的普及和经济环境变化,组织中员工感知的资质过剩现象愈发普遍,引发了越来越多企业管理者和学者的关注和讨论。然而以往有关员工资质过剩感知的研究主要聚焦于对组织内成员工作态度或行为的影响,而对于其是否以及如何产生工作外溢出效应,特别是如何对工作家庭关系产生影响,尚缺乏系统研究。为了更深入地探讨员工资质过剩感知的影响,本研究从员工个体的工作-家庭关系和其配偶的家庭-工作关系两方面,探讨了员工资质过剩感知的工作场所外溢出效应和交叉影响。具体而言,第一,基于认知评价理论,构建了员工资质过剩感知对其自身工作-家庭冲突的“悖论”中介模型,从而揭示其潜在的双刃剑效应;第二,基于工作-家庭增益模型,探讨员工资质过剩感知对其工作-家庭增益的双路径机制和边界条件;第三,结合交叉效应和性别角色导向理论,探索员工资质过剩感知对其配偶家庭-工作冲突和家庭-工作增益的交叉效应模型,明确员工性别与性别角色导向的双重调节作用,从而深化并拓展员工资质过剩感知的工作外影响研究。相关发现不但有助于从不同理论视角揭示员工资质过剩感知对工作家庭关系的影响,丰富现有理论基础,同时也将为企业的管理实践提供建议。     

组织氛围对员工行为有效性的影响机制

该研究采用问卷调查法和专家评估法探讨员工行为有效性的影响机制.结果表明:(1)组织氛围对员工行为有效性有积极的影响.(2)员工的自我效能感在组织氛围与绩效间起完全中介作用,在组织氛围与组织承诺间起部分中介作用,在组织氛围与满意度之间没有中介效应.(3)员工的自我效能感、满意度和组织承诺在组织氛围与员工绩效间起完全中介作用.(4)组织氛围对员工绩效的影响存在双重中介效应.结论:组织氛围对员工绩效的影响机制非常复杂,不仅可以直接影响,而且还可以通过影响员工的自我效能感、满意度和组织承诺等多种中介效应来影响.     

创新期望差距与团队突破性创新：自我调节理论视角

本研究以自我调节理论为基础, 探讨团队领导的创新期望差距推进团队突破性创新的过程。根据实验结果以及一项多时点、多来源的问卷调查发现: 创新期望差距对领导创新投入产生U型影响; 领导创新投入中介创新期望差距与团队突破性创新之间的U型关系; 知觉资质过剩和组织晋升标准共同调节创新期望差距通过领导创新投入对团队突破性创新的影响, 具体地, 当领导知觉资质过剩高且组织实行相对晋升标准时, 创新期望差距通过领导创新投入对团队突破性创新施加更强影响。     

趋近重塑总是有效的吗？基于“过犹不及”效应的探析

趋近重塑总是积极的吗？以往研究主要关注趋近重塑的积极影响,本文基于自我效能理论,探讨趋近重塑对任务绩效的“过犹不及”效应以及任务互依性在其中发挥的调节作用。对316份匹配问卷调查数据的分析结果发现：趋近重塑与任务绩效呈倒U型关系;自我效能感与任务绩效呈倒U型关系,自我效能感在趋近重塑与任务绩效间起中介作用;此外,任务互依性削弱了趋近重塑与任务绩效的倒U型关系。     

新员工资质过剩动态变化及作用机制:组织社会化视角

新员工资质过剩,即所谓的"怀才不遇"、"大材小用"现象越来越普遍。新员工资质过剩容易产生低满意度、反生产工作行为和退缩行为。然而,资质过剩是一把"双刃剑",采用何种视角并怎样利用资质过剩新员工的冗余资质为组织服务,成为管理的关键。因此,本研究在组织社会化视角下探讨新员工资质过剩的动态变化及其对积极组织行为的作用机制。首先,通过质性方法对本土资质过剩进行内涵界定,依照严谨的心理测量方法进行量表开发与信效度检验;其次,构建资质过剩动态变化模型,利用多项式回归和响应面分析组织社会化过程中新员工资质过剩感如何随着其对领导和同事资质过剩的感知而不断变化;再次,建立作用机制模型,系统地剖析在新员工与领导和同事的互动过程中,新员工资质过剩如何对组织公民行为和主动性行为产生影响。     

授权型领导行为对员工任务绩效的非线性影响机制

授权型领导契合了组织扁平化的时代背景,受到理论界与实践界的追捧。但授权型领导与任务绩效的关系存在矛盾性研究结论。基于自主性成本论,提出授权型领导通过自我决定感的曲线路径间接对任务绩效产生影响。通过对478对上下级配对数据的分析发现：授权型领导与任务绩效存在倒U型关系;授权型领导正向影响员工自我决定感;员工自我决定感与任务绩效存在倒U型关系;授权型领导通过自我决定感的曲线路径间接对任务绩效产生影响。     

Career adaptability and perceived overqualification: Testing a dual-path model among Chinese human resource management professionals

Based on career construction theory, the current research examined the relationship between career adaptability and perceived overqualification among a sample of Chinese human resource management professionals (N = 220). The results of a survey study showed that career adaptability predicted perceived overqualification through a dual-path model: On the one hand, career adaptability positively predicted employees' perceived delegation, which had a subsequent negative effect on perceived overqualification. At the same time, career adaptability also positively predicted career anchor in challenge, which in turn positively predicted overqualification. This dual-path mediation model provides a novel perspective to understand the mechanisms through which career adaptability affects perceived overqualification, and demonstrates the coexistence of opposite effects in this process. In addition, the results also showed that the effects of perceived delegation and career anchor in challenge on perceived overqualification were stronger among employees with a higher (vs. lower) level of organizational tenure. These findings carry implications for both career development theories and organizational management practices.     

Dual relational model of perceived overqualification: Employee's self‐concept and task performance

Drawing upon self‐representation theory and using a relationship perspective, we constructed a dual‐path‐moderated mediation model to examine the relationship between employees’ perceived overqualification and task performance. We tested this model with data from a sample of 242 subordinate‐supervisor dyads in Shanghai, China. The results suggested that perceived overqualification had a negative indirect effect on task performance through perceived insider status (PIS), and popularity moderated the negative association between perceived overqualification and PIS. In addition, the relationship between perceived overqualification and task performance via organization‐based self‐esteem was positive when supervisor‐subordinate guanxi was high but negative when it was low. The implications, limitations, and future research directions of these findings are discussed.     

Perceived overqualification,felt organizational obligation,and extra-role behavior during the COVID-19 crisis: The moderating role of self-sacrificial leadership

Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID-19 crisis, when having “all hands-on deck” may be important to an organization's survival, mitigating the negative tendencies of these employees becomes important. Adopting a sensemaking perspective on crisis management, we examine whether supervisors' self-sacrificial leadership can mitigate these negative tendencies. First, we propose that employee perceived overqualification is associated with lower levels of felt obligation to the organization and thereby lower levels of extra-role behaviors (i.e., helping and proactivity). We next propose that supervisors' self-sacrificial leadership during the COVID-19 crisis can evoke, especially when COVID-19 more strongly impacts the organization, a sense of collectivism toward the organization, which mitigates the negative association of perceived overqualification with felt obligation and thus extra-role behaviors. We tested our theorizing in samples from the UK (n = 121, pilot study) and US (n = 382, main study) in studies with a multi-wave, time-lagged design. Findings from both studies provide support for our theorizing. We discuss implications for research and practice concerning perceived overqualification during a crisis.     

Built to last: Interactive effects of perceived overqualification and proactive personality on new employee adjustment

We integrate relative deprivation and broaden and build theories to develop a process-based model of perceived overqualification and its relationship with new employee adjustment via “broaden and build” mechanisms (i.e., reciprocal relationships between initial status and change trajectories in work-related positive affect and perceived job autonomy). Additionally, we examine how new employee proactive personality may influence this process. Analyses of weekly survey responses from 331 new employees of a large financial institution throughout their first 90 days of employment revealed that those who felt overqualified generally experienced less work-related positive affect and perceived less job autonomy when beginning their jobs (assessed the first week of employment) than their more qualified counterparts. Moreover, initial levels of perceived job autonomy were positively associated with adjustment outcomes (assessed at 90 days of employment) via linear change in positive affect over time (assessed weekly, up to 8 weeks of employment). These findings suggest that perceived overqualification may negatively influence newcomer adjustment by stunting broaden and build processes. However, proactive personality attenuated this effect. Theoretical and practical implications are discussed.     

Perceived Overqualification and Health: A Longitudinal Analysis

Abstract

The authors examined the effects of perceived overqualification on health and health decline by means of a 2-wave panel study of members of a midwestern American Postal Workers Union local. The 1st hypothesis was that overqualification was negatively related to health at Time 2 (T2); the second hypothesis was that overqualification was positively related to perceived health decline at T2. Neither was supported by the data. However, the relationships were in the expected direction for perceived mismatch but not for the perceived no grow dimension of overqualification. The results imply that perceived no grow may have immediate threats to health, whereas perceived mismatch may have longer term implications for health. The stability of perceived health between Time 1 (T1) and T2 could overshadow a longitudinal effect of overqualification on health and health decline at T2.     

Perceived Overqualification, Emotional Support, and Health

In the present study, we examined the effects of perceived overqualification on health and the moderating effect of emotional support. Exploratory and confirmatory factor analyses found 2 indicators of perceived overqualification: "mismatch" and "no-grow." Perceived mismatch had a significant negative effect on health but perceived no-grow did not. The main effect revealed that the greater the perceived emotional support, the greater the health. The significant interaction of perceived emotional support and mismatch, and perceived emotional support and no-grow on health indicates that the negative effects of overqualification on health was greater for those perceiving low emotional support than for those perceiving high emotional support. The significance of social support in illuminating the relationship between perceived overqualification and health are discussed.     

Perceived overqualification and health: a longitudinal analysis

The authors examined the effects of perceived overqualification on health and health decline by means of a 2-wave panel study of members of a midwestern American Postal Workers Union local. The 1st hypothesis was that overqualification was negatively related to health at Time 2 (T2); the second hypothesis was that overqualification was positively related to perceived health decline at T2. Neither was supported by the data. However, the relationships were in the expected direction for perceived mismatch but not for the perceived no grow dimension of overqualification. The results imply that perceived no grow may have immediate threats to health, whereas perceived mismatch may have longer term implications for health. The stability of perceived health between Time 1 (T1) and T2 could overshadow a longitudinal effect of overqualification on health and health decline at T2.