牛鼎烹雞！知覺屈就何時會引起工作塑造又能降低知覺屈就嗎？主動人格、知覺同事支持之三階交互效果

在現今的組織當中，許多的員工都（曾）有過覺得被知覺屈就perceived over qualification的感受。然而相關研究對於「在經歷到知覺屈就後，員工是否會從事工作塑造行為」此一議題的研究發現，卻有著不同的研究發現。因此，本研究將知覺屈就分為兩種構面高才低就（Perceived Overeducated）與才非所用（Perceived Mismatch）進行探討，透過主動人格與知覺同事支持是否會共同調節知覺屈就與工作塑造間的關係，以釐清知覺屈就及在何種條件下會增加或減少員工的工作塑造行為。此外，本研究也嘗試探討一個迄今為止較少受到關注的議題：在從事工作塑造後，將可以降低員工的何種知覺屈就。透過檢驗員工的主動人格和知覺同事支持是否會影響工作塑造與知覺屈就之間的關係的三階交互作用，以此了解在個人特質與環境認知下，工作塑造是否能夠有效地降低員工的知覺屈就。
研究以縱斷面設計、區分出四個時間點透過問卷調查法及以126位新進人員為研究對象，回答上述研究問題。研究結果顯示：（一）在高知覺同事支持環境下且具低主動人格的知覺才非所用員工及在低知覺同事支持環境下且具高主動人格的知覺才非所用員工皆做出較多的工作塑造行為。（二）無論是在高、低知覺同事支持環境下與具有高、低主動人格的知覺屈就（知覺高才低就、知覺才非所用）員工做出工作塑造行為後，皆未能減少後續屈就感。本研究基於研究發現的理論貢獻加以討論。

Overqualification denotes a situation where individuals boast educational degrees and skillsets that surpass the demands of their designated roles. Previous research reveals the adverse consequences faced by employees who perceive themselves as overqualified, including counterproductive work behaviors, psychological distress, and increased voluntary turnover. Nevertheless, research on the effect of perceived overqualification on job crafting yielded mixed results. Therefore, this research endeavors to explore how proactive personality and perceived coworker support jointly moderate the effect between perceived overqualification and job crafting. It also ventures into the lesser examined area of how engagement in job crafting might mitigate an employee’s sense of overqualification. Furthermore, we also explore the three way interaction effect of job crafting, proactive personality, and perceived coworker support on perceived overqualification.
To test our hypotheses, we employed a longitudinal design and collected data from 126 newly hired full time employees at four distinct time points (job search stage, one month after employment, two months after employment, three months after employment). The results indicated that the positive effect of Perceived Mismatch on job crafting was most potent for employees with a low proactive personality and high perceived coworker support or high proactive personality and low perceived coworker support. In contrast, it was least effective for those low or high in both proactive personality and perceived coworker support. The study further revealed that job crafting did not influence later perceptions of overqualification, regardless of the levels of perceived coworker support or proactive personality.