Perceived overqualification, though common in organizations, lacks a comprehensive understanding of its impact mechanisms on task performance. This study aims to bridge this gap by investigating how perceived overqualification influences task performance through approach (proactive) and avoidance (protective) job crafting behaviors. It further explores the conditions under which overqualification acts as a resource or hindrance, examining individual and contextual factors that moderate these relationships. By elucidating these mechanisms and contingencies, the research provides a nuanced view of overqualification’s dual potential, offering insights into its double-edged sword effect on employee task performance.
This study employed a conservation of resources theory framework and utilized a three-stage questionnaire survey to collect data from 369 participants. The methodology included a mixed approach of quantitative data collection and theoretical analysis to explore the dual effects of perceived overqualification on job crafting behaviors and subsequent task performance.
The study revealed that perceived overqualification exhibits a dual impact on task performance. It positively influences performance through approach job crafting, as employees proactively optimize skill use. Conversely, perceived overqualification negatively affects performance via avoidance job crafting, where employees disengage due to feeling overqualified. Additionally, performance-approach goal orientation moderates these relationships, amplifying the positive effect of approach job crafting. These findings highlight how overqualification can serve as both a resource and hindrance, contingent on employees’ behaviors and goal orientations.
The originality of this study lies in three aspects. First, it responds to academic calls by employing conservation of resources theory to examine both positive and negative job crafting dimensions related to perceived overqualification. Second, it innovatively adopts a dual-path approach, integrating approach and avoidance job crafting paths to reveal perceived overqualification's contradictory nature, moving beyond traditional binary research models. Third, it incorporates performance approach and avoidance goals as moderating variables, drawing from approach-avoidance motivation theory to deepen understanding of the conditional factors behind perceived overqualification’s “double-edged sword” effect on task performance.
