Does Perceived Overqualification Inspire Employee Voice?——Based on the Lens of Fairness Heuristic

Abstract

Abstract: Although scholars start to pay attention to positive influence of perceived overqualification in recent years, researches in this regards are far from enough. Based on fairness heuristic theory, the present paper tries to explore positive influence of perceived overqualification on employee voice, and assumes that perceived overqualification and employee voice have a negative relationship when interactive justice is low, but high-interactive justice may stimulate overqualified employee to choose voice. Furthermore, this study discovers that employee's tenure alleviates the moderating effect of interactive justice, indicating that the positive effect of perceived overqualification on employee voice is the strongest when interactive justice is high and tenure is short. To test the hypotheses, we collect a two-wave field data from 256 bank tellers of 47 groups, and the model is supported by observed data. This study's finding inspires managers to create a fair organizational atmosphere to stimulate the initiative of employees with overqualification, and provides ideas for enterprises to deal with the problem of overqualification.

Key words: perceived overqualification, employee voice, interactive justice, fairness heuristic theory, tenure

Zhou Ye, Huang Xu, Xie Wujie. Does Perceived Overqualification Inspire Employee Voice?——Based on the Lens of Fairness Heuristic[J]. Management Review, 2020, 32(12): 192-203.

References

[1] Harari M. B., Manapragada A., Viswesvaran C. Who Thinks They're a Big Fish in a Small Pond and Why does It Matter? A Meta-Analysis of Perceived Overqualification[J]. Journal of Vocational Behavior, 2017,102(10):28-47
[2] Hu J., Erdogan B., Bauer T. N., et al. There Are Lots of Big Fish in This Pond:The Role of Peer Overqualification on Task Significance, Perceived Fit, and Performance for Overqualified Employees[J]. Journal of Applied Psychology, 2015,100(4):1228-1238
[3] Mckee-Ryan F. M., Harvey J. "I Have a Job, But.":A Review of Underemployment[J]. Journal of Management, 2011,37(4):962-996
[4] Erdogan B., Bauer T. N. Perceived Overqualification and Its Outcomes:The Moderating Role of Empowerment[J]. Journal of Applied Psychology, 2009,94(2):557-565
[5] Johnson G. J., Johnson W. R. Perceived Overqualification, Positive and Negative Affectivity, and Satisfaction with Work[J]. Journal of Social Behavior & Personality, 2000,15(2):167-184
[6] 陈颖媛,邹智敏,潘俊豪. 资质过剩感影响组织公民行为的情绪路径[J]. 心理学报, 2017,49(1):72-82
[7] Fine S., Edward M. Breaking the Rules, Not the Law:The Potential Risks of Counterproductive Work Behaviors among Overqualified Employees[J]. International Journal of Selection & Assessment, 2017,25(4):401-405
[8] Liu S., Luksyte A., Zhou L., et al. Overqualification and Counterproductive Work Behaviors:Examining a Moderated Mediation Model[J]. Journal of Organizational Behavior, 2015,36(2):250-271
[9] Maynard D. C., Parfyonova N. M. Perceived Overqualification and Withdrawal Behaviours:Examining the Roles of Job Attitudes and Work Values[J]. Journal of Occupational & Organizational Psychology, 2013,86(3):435-455
[10] Triana M. D. C., Trzebiatowski T., Byun S. Lowering the Threshold for Feeling Mistreated:Perceived Overqualification Moderates the Effects of Perceived Age Discrimination on Job Withdrawal and Somatic Symptoms[J]. Human Resource Management, 2017,56(6):979-994
[11] Erdogan B., Tomas I., Valls V., et al. Perceived Overqualification, Relative Deprivation, and Person-Centric Outcomes:The Moderating Role of Career Centrality[J]. Journal of Vocational Behavior, 2018,107(8):233-249
[12] Erdogan B., Bauer T. N., Peiró J. M., et al. Overqualified Employees:Making the Best of a Potentially Bad Situation for Individuals and Organizations[J]. Industrial &Organizational Psychology, 2011,4(2):215-232
[13] Russell Z. A., Ferris G. R., Thompson K. W., et al. Overqualified Human Resources, Career Development Experiences, and Work Outcomes:Leveraging an Underutilized Resource with Political Skill[J]. Human Resource Management Review, 2016,26(2):125-135
[14] Luksyte A., Spitzmueller C. When Are Overqualified Employees Creative? It Depends on Contextual Factors[J]. Journal of Organizational Behavior, 2016,37(5):635-653
[15] Deng H., Guan Y. J., Wu C. H., et al. A Relational Model of Perceived Overqualification:The Moderating Role of Interpersonal Influence on Social Acceptance[J]. Journal of Management, 2018,44(8):3288-3310
[16] Kristof-Brown A. L., Zimmerman R. D., Johnson E. C. Consequences of Individuals' Fit at Work:A Meta-Analysis of Person-Job, Person-Organization, Person-Group, and Person-Supervisor Fit[J]. Personnel Psychology, 2005,58(2):281-342
[17] Liu S., Wang M. Perceived Overqualification:A Review and Recommendations for Research and Practice[J]. Research in Occupational Stress & Well Being, 2012,10(1):1-42
[18] Fuller J. B., Barnett T., Hester K., et al. An Exploratory Examination of Voice Behavior from an Impression Management Perspective[J]. Journal of Managerial Issues, 2007,19(1):134-151
[19] Frieder R. E., Hochwarter W. A., Deortentiis P. S. Attenuating the Negative Effects of Abusive Supervision:The Role of Proactive Voice Behavior and Resource Management Ability[J]. Leadership Quarterly, 2015,26(5):821-837
[20] Burris E. R., Detert J. R., Romney A. C. Speaking Up vs. Being Heard:The Disagreement Around and Outcomes of Employee Voice[J]. Organization Science, 2013,24(1):22-38
[21] 段锦云,张倩. 建言行为的认知影响因素、理论基础及发生机制[J]. 心理科学进展, 2012,20(1):115-126
[22] Morrison E. W., Wheeler-Smith S. L., Kamdar D. Speaking up in Groups:A Cross-level Study of Group Voice Climate and Voice[J]. Journal of Applied Psychology, 2011,96(1):183-191
[23] Cropanzano R., Prehar C. A., Chen P. Y. Using Social Exchange Theory to Distinguish Procedural from Interactional Justice[J]. Group & Organization Management, 2002,27(3):324-351
[24] Elsetouhi A. M., Hammad A. A., Nagm A. E. A., et al. Perceived Leader Behavioral Integrity and Employee Voice in Smes Travel Agents:The Mediating Role of Empowering Leader Behaviors[J]. Tourism Management, 2018,65(4):100-115
[25] Dan S. C., Marinova S. V., Dyne L. V. Should I Do It or Not? An Initial Model of Cognitive Processes Predicting Voice Behaviors[C]. Academy of Management Annual Meeting Proceedings, 2008
[26] Rokitowski L. Moderating Effects of Situational and Interpersonal Variables on Perceived Overqualification and Job Crafting Relationships[R]. State University of New York, 2012
[27] Zheng B., Wang Z. Perceived Overqualification and Its Outcomes:The Moderating Role of Organizational Learning[J]. Social Behavior & Personality:An International Journal, 2017,45(10):1675-1690
[28] Erdogan B., Karaeminogullari A., Bauer T. N., et al. Perceived Overqualification at Work:Implications for Extra-Role Behaviors and Advice Network Centrality[J]. Journal of Management, 2020,46(4):583-606
[29] Lepine J. A., Van Dyne L. Predicting Voice Behavior in Work Groups[J]. Journal of Applied Psychology, 1998,83(6):853-868
[30] Van Dyne L. V., Lepine J. A. Helping and Voice Extra-Role Behaviors:Evidence of Construct and Predictive Validity[J]. Academy of Management Journal, 1998,41(1):108-119
[31] 陈建,时勘. 基于整合视角的员工建言行为研究评述[J]. 管理评论, 2017,29(9):215-228
[32] Lind E. A. Fairness HeuristicTheory:Justice Judgments as Pivotal Cognitions in Organizational Relations[M]//Greenberg J., Cropanzano R.(Eds). Advances in Organization Justice. Stanford University Press, 2001
[33] Bashshur M. R., Oc B. When Voice Matters:A Multilevel Review of the Impact of Voice in Organizations[J]. Journal of Management, 2015,41(5):1530-1554
[34] Colquitt J. A., Conlon D. E., Wesson M. J., et al. Justice at the Millennium:A Meta-Analytic Review of 25 Years of Organizational Justice Research[J]. Journal of Applied Psychology, 2001,86(3):425-445
[35] Jones D. A., Martens M. L. The Mediating Role of Overall Fairness and the Moderating Role of Trust Certainty in Justice-Criteria Relationships:The Formation and Use of Fairness Heuristics in the Workplace[J]. Journal of Organizational Behavior, 2009,30(8):1025-1051
[36] 王宇清,周浩. 组织公正感研究新趋势——整体公正感研究述评[J]. 外国经济与管理, 2012, 34(6):25-32
[37] Moorman R. H. Relationship Between Organizational Justice and Organizational Citizenship Behaviors:Do Fairness Perceptions Influence Employee Citizenship?[J]. Journal of Applied Psychology, 1991,76(6):845-855
[38] Seibert S. E., Kraimer M. L., Crant J. M. What do Proactive People Do? A Longitudinal Model Linking Proactive Personality and Career Success[J]. Personnel Psychology, 2001,54(4):845-874
[39] Farndale E., Ruiten J. V., Kelliher C., et al. The Influence of Perceived Employee Voice on Organizational Commitment:An Exchange Perspective[J]. Human Resource Management, 2011,50(1):113-129
[40] 周浩,龙立荣,王宇清. 整体公平感、情感承诺和员工偏离行为:基于多对象视角的分析[J]. 管理评论, 2016,28(11):162-169
[41] Colquitt J. A., Scott B. A., Rodell J. B., et al. Justice at the Millennium, a Decade Later:A Meta-Analytic Test of Social Exchange and Affect-Based Perspectives[J]. Journal of Applied Psychology, 2013,98(2):199-236
[42] Super D. E. A Life-Span, Life-Space Approach to Career Development[J]. Journal of Vocational Behavior, 1980,16(3):282-298
[43] Ng T. W. H., Feldman D. C. Affective Organizational Commitment and Citizenship Behavior:Linear and Non-Linear Moderating Effects of Organizational Tenure[J]. Journal of Vocational Behavior, 2011,79(2):528-537
[44] Schneider B., Goldstein H. W., Smith D. B. The ASA Framework:An Update[J]. Personnel Psychology, 1995,48(4):747-773
[45] Bird A. Careers as Repositiories of Knowledge:A New Perspective on Boundaryless Careers[J]. Journal of Organizational Behavior, 1994,15(4):325-344
[46] Van M. J., Schein E. H. Toward a Theory of Organizational Socialization[J]. Research in Organizational Behavior, 1979,(1):209-264
[47] Hackman J. R. Work Redesign and Motivation[J]. Professional Psychology, 1980,11(3):445-455
[48] Colquitt J. A., Rodell J. B. Justice, Trust, and Trustworthiness:A Longitudinal Analysis Integrating Three Theoretical Perspectives[J]. Academy of Management Journal, 2011,54(6):1183-1206
[49] Maynard D. C., Joseph T. A., Maynard A. M. Underemployment, Job Attitudes, and Turnover Intentions[J]. Journal of Organizational Behavior, 2006,27(4):509-536
[50] Van D. L., Lepine J. A. Helping and Voice Extra-Role Behaviors:Evidence of Construct and Predictive Validity[J]. The Academy of Management Journal, 1998,41(1):108-119
[51] Podsakoff P. M., MacKenzie S. B., Lee J. Y., et al. Common Method Biases in Behavioral Research:A Critical Review of the Literature and Recommended Remedies[J]. Journal of Applied Psychology, 2003,88(5):879-903
[52] Aiken L. S., West S. G. Multiple Regression:Testing and Interpreting Interactions[M]. Thousand Oaks:Sage, 1991
[53] Long W. L., Chuang A., Wong C. S., et al. A Typology of Three-Way Interaction Models:Applications and Suggestions for Asian Management Research[J]. Asia Pacific Journal of Management, 2018,36(1):1-16
[54] Dawson J. F., Richter A. W. Probing Three-Way Interactions in Moderated Multiple Regression Analysis:Development and Application of a Slope Difference Test[J]. Journal of Applied Psychology, 2006,91(4):917-926
[55] 马君,赵红丹. 任务意义与奖励对创造力的影响——创造力角色认同的中介作用与心理框架的调节作用[J]. 南开管理评论, 2015,18(6):46-59
[56] Regt G., Molleman E., Johan V. D. B. H. The Impact of Leader-Member Exchange on Follower Performance in Light of the Larger Social Network[J]. Human Relations, 2019,72(8):1265-1291
[57] 谢文心,杨纯,周帆. 资质过剩对员工工作形塑行为关系的研究——工作疏离感与心理弹性的作用[J]. 科学学与科学技术管理, 2015,36(2):149-160