Disentangling perceived overqualification: the relationship with proactive work behavior and openness to change

Abstract

Purpose. This study explores how perceived overqualification predicts two essential workplace behaviors: proactive work behavior and openness to change. Study approach. Using a questionnaire based approach, data was collected from a sample of 268 public sector employees in Istanbul, Türkiye. Structural equation modeling was employed for data analysis. Findings. The study uncovers contrasting effects of two dimensions of perceived overqualification, namely job misprision and self-righteousness, on workplace behaviors. Employees who perceive their roles as below their qualifications exhibit reduced proactive tendencies and reluctance toward organizational change. Conversely, those who perceive themselves as valued and competent in their positions display proactive behavior and a positive attitude toward organizational change. Implications for practice. These findings underscore the significance of recognizing and leveraging the potential of overqualified employees to enhance organizational performance and adaptability. Value of the results. This research contributes to the literature by investigating perceived overqualification through two distinct dimensions and highlighting their differential influences on workplace behavior, offering insights for organizational management and human resources practices.