On the association between perceived overqualification and adaptive behavior

Purpose - The purpose of this paper is to offer an autonomous motivation perspective to explore the relationship between perceived overqualification and adaptive work behavior and examine job autonomy as a factor that may moderate the association. Design/methodology/approach - The hypotheses were tested in two culturally, demographically, and functionally diverse samples: sample 1 was based on North American community college employees (n = 215); sample 2 was based on full-time workers, employed in a Chinese state-owned enterprise specializing in shipping (n = 148). Findings - In study 1, perceived overqualification was negatively related to self-rated adaptive behavior. A follow-up study 2 extended these findings by demonstrating that perceived overqualification was negatively related to supervisor-rated adaptive work behavior when job autonomy was low, rather than high. Research limitations/implications - The results of this research offer an autonomous motivation perspective to explain why perceived overqualification relates to adaptive behavior and suggests a job design approach to encourage adaptive behaviors of people who feel overqualified - a sizable segment of the current workforce. Originality/value - This is one of the first studies to explore adaptive behavior of workers who feel overqualified - an outcome that has not been examined in this domain. The findings further point out what can be done to encourage adaptive behaviors among overqualified employees.