지각된 과잉자격이 적응성과에 미치는 영향: 혁신행동의 매개효과 및 우호적 선망의 조절효과

Perceived overqualification occurs when one perceives that one's experience, knowledge, skills and abilities exceed those required for the job being performed. As the number of employees who are perceived as overqualified gradually increases, the effect of perceived overqualification on the attitudes and behaviors of employees is significantly important. Previous research on perceived overqualification generally identified that perceived overqualification has a negative effect on job-related attitudes and behaviors. However, considering that individuals perceived as overqualification often lack motivation rather than ability, it can be expected that perceived overqualification can have a positive effect on behaviors or job performance that can demonstrate their job abilities. Based on these arguments, this study analyzed that perceived overqualification can enhance adaptive performance through innovative behavior. More specifically, we examined the relationship between perceived overqualification and innovative behavior, and whether innovative behavior had a mediating effect on the relationship between perceived overqualification and adaptive performance. In addition, considering that benign envy toward others can motivate individuals, benign envy was proposed as a contextual factor on the relationship between perceived overqualification and innovative behavior, and then investigated the moderat ing effect of benign envy. The figure below presents the research model of our study. As a result of empirical analysis of 205 public officials working in public institutions, perceived overqualification showed a significant positive relationship with innovative behavior. And it was found that innovative behavior fully mediated the positive relationship between perceived overqualification and adaptive performance. Also, benign envy played a moderating role of the positive relationship between perceived overqualification and innovative behavior. In other words, the positive relationship between per ceived overqualification and innovative behavior was strengthened when benign envy was high rather than low. In particular, the positive relationship between perceived overqualification and innovative behavior was found to be significant only when benign envy was high and not significant when it was low. Finally, the theoretical and practical implications of this study and the suggestions of future research are discussed. In particular, in the practical implications, this study highlighted that organizations paid attention to the positive aspects of perceived overqualification and emphasized that organizations and managers should pay attention and make efforts to promote the positive effects of perceived overqualification.