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Relations Between Perceived Overqualification and Extra Role Behaviour: a Survey Research on the Moderating Effect of the AMO Practices

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Relations Between Perceived Overqualification and Extra Role Behaviour: a Survey Research on the Moderating Effect of the AMO Practices 2013 Relations between perceived overqualification and extra role behaviour: A survey research on the moderating effect of the AMO practices Name Jessica van der Ende Faculty of Social and Behavioural Sciences Supervisor Kerstin Alfes Second reader Brigitte Kroon Project Period February till October Project theme Overqualification TABLE OF CONTENTS ABSTRACT .......................................................................................................................... - 3 - 1. INTRODUCTION ......................................................................................................... - 4 - 2. THEORETICAL FRAMEWORK ................................................................................. - 6 - 2.1 OVERQUALIFICATION ................................................................................................................................ - 6 - 2.2 JOB CRAFTING ............................................................................................................................................ - 7 - 2.3 ORGANIZATIONAL CITIZENSHIP BEHAVIOUR .............................................................................................. - 9 - 2.4 AMO PRACTICES ..................................................................................................................................... - 10 - 2.4.1 Ability .............................................................................................................................................. - 11 - 2.4.2 Motivation ....................................................................................................................................... - 13 - 2.4.3 Opportunity ..................................................................................................................................... - 14 - 3. METHODS .................................................................................................................. - 15 - 3.1 PROCEDURE, POPULATION & SAMPLE ...................................................................................................... - 16 - 3.2 CREATION OF THE SCALES ....................................................................................................................... - 17 - 3.3 MEASURES ............................................................................................................................................... - 18 - 3.3.1 Perceived overqualification ............................................................................................................. - 18 - 3.3.2 Job crafting ..................................................................................................................................... - 18 - 3.3.3 Organizational citizenship behaviour ............................................................................................. - 19 - 3.3.4 The creation of the AMO measure ................................................................................................... - 19 - 3.3.5 Control Variables ............................................................................................................................ - 21 - 3.3.6 Translating procedure ..................................................................................................................... - 21 - 3.4 ANALYSIS ................................................................................................................................................ - 22 - 4. RESULTS .................................................................................................................... - 22 - 4.1 DESCRIPTIVES .......................................................................................................................................... - 22 - 4.2 TEST OF HYPOTHESES .............................................................................................................................. - 23 - 4.3 POST HOC ANALYSES ............................................................................................................................... - 26 - 5. CONCLUSION AND DISCUSSION .......................................................................... - 27 - 5.1 DISCUSSION ............................................................................................................................................. - 28 - 5.2 LIMITATIONS AND FUTURE RESEARCH ..................................................................................................... - 30 - 5.3 PRACTICAL AND THEORETICAL IMPLICATIONS ......................................................................................... - 33 - 5.4 CONCLUSION ........................................................................................................................................... - 35 - 6. REFERENCES ............................................................................................................ - 36 - 7. APPENDICES ............................................................................................................. - 42 - 7.1 APPENDIX I: TABLES WITH FACTOR ANALYSES ........................................................................................ - 43 - 7.2 APPENDIX II: RESULTS POST-HOC ANALYSES ......................................................................................... - 46 - 7.3 APPENDIX III: CROSS TABULATIONS POST-HOC ANALYSES ...................................................................... - 49 - 7.4 APPENDIX IV: COVERING LETTER AND QUESTIONNAIRE ENGLISH VERSION ............................................ - 52 - - 2 - ABSTRACT Former studies acknowledge the negative effects of perceived overqualification. This research addresses perceived overqualification as positive approach by investigating the effects of perceived overqualification on the extra role behaviours job crafting and organizational citizenship behaviour. It is also researched how high performance work practices moderate these relationships, the AMO framework is used as model. Knowing the interaction effect of ability, motivation and opportunity practices gives insight in how to fully use the potential of overqualified employees. A survey research is used to gather the data and hierarchical regression analysis is used to test the hypotheses. In the research sample of 84 employees in low-educated jobs, no significant effects are found. Post-hoc analyses show that objective overqualification is positively associated with job crafting and that AMO practices as synergy do significantly interact the relationship between perceived overqualification and job crafting. This research contributes to the literature and practice by showing the discrepancies between the used concepts, by linking overqualification to positive proactive behaviour, and by giving insight in how HR practitioners can create a positive environment that enhances this behaviour with help op high performance work practices. Future research is necessary in order to increase the insights of the positive contribution that overqualification has. Key words: Perceived overqualification, Extra role behaviour, Job crafting, OCB, High performance work practices, AMO framework - 3 - 1. INTRODUCTION The expectations are that in 2030 more than half of the Dutch population will be highly educated (Uitham, 2012). As a result, highly educated people have to work below their level of education (Uitham, 2012). This phenomenon is known as overqualification and refers to a unique situation of inadequate employment (Fine & Nevo, 2008). Overqualification is mostly seen as a negative phenomenon (Erdogan & Bauer, 2009). Research has shown that overqualified employees have a lower career and life satisfaction (Nabi, 2003), lower job satisfaction (Johnson & Johnson, 2000), more depression and stress (Johnson & Johnson, 1996), higher turnover intention (Lobene, 2010) and lower commitment (Maynard, Joseph & Maynard, 2006). Research has not only linked overqualification to those negative attitudes, overqualification has also been positively related to in-role behaviours (Erdogan & Bauer, 2009; Fine & Nevo, 2008). However, it is not known how overqualification is related to extra- role behaviour. Although in-role behaviour is required and the basis of performance, it is argued that extra role behaviour is organizationally important because of the support to the organizational, social and psychological context in which the technical core functions (Dyne & LePine, 1998). Because of the organizational value of extra role behaviour this study will investigate how overqualification is related to two constructs of extra role behaviour. These constructs are job crafting which refers to the changes an employee makes to the boundaries of the work (Wrzesniewski & Dutton, 2001) and organizational citizenship behaviour (OCB) which refers to an extra role behaviour beyond the role requirements benefitting the organization (Ling, Huang & Chiu, 2007). Erdogan, Bauer, Peiro, and Truxillo (2011) stated that overqualified employees can contribute to their organization by going beyond the existing requirements of their jobs. Addressing job crafting and OCB as outcome variables leads to a more positive approach of overqualification and in contrast to the existing negative image, focus on the possible contributions of overqualified employees. Subsequently, it will be interesting to know what factors influence the relationship between overqualification and extra-role behaviours. HPWP might be one of these factors. Overqualified employees
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