ArticleFrontiers in psychology2022
High-level talents' perceive overqualification and withdrawal behavior: A power perspective based on survival needs.
Article in Frontiers in psychology, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 3 papers.
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Who cites it
3 citing papers in PubMed.
- Latent profile analysis of change fatigue and its relationship with work withdrawal behavior in clinical nurses: a multicenter study.Frontiers in public health · 2025Article
- Association between perceived overqualification, work engagement, job satisfaction among nurses: a cross-sectional study.BMJ open · 2024Article
- Cross Culture Examination of Perceived Overqualification, Psychological Well-Being and Job Search: The Moderating Role of Proactive Behavior.Psychology research and behavior management · 2024Article
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Authors and funding
4 authors.
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Abstract
Based on the power basis theory, this study examined the relationship between high-level talents' perceived overqualification (POQ) and withdrawal behavior and the mediating role of sense of power. We also analyze the boundary effects of protected values and being trusted. The hypotheses of this study were tested through questionnaires gathered across three phases over 3 months from 371 high-level talents from 6 enterprises, 5 governments, and 13 universities in China. Hierarchical regression analyses and bootstrapping appraisals showed that: (1) POQ has a positive relationship with withdrawal behavior; (2) sense of power mediates the relationship between overqualification and withdrawal behavior, with high POQ resulting in low perceived power, which then reinforces withdrawal behavior; (3) the negative relationship between POQ and sense of power is stronger for high-level talents with high protected value (as opposed to low); (4) the negative relationship between sense of power and withdrawal behavior is stronger for high-level talents with highly being trusted (as opposed to low); (5) moderated-mediation analyses reveal that the mediating effects of sense of power are stronger for employees with high (as opposed to low) protected values or being trusted. At the end of this study, the theoretical and practical implications are discussed.
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