Give full play to the talent: exploring when perceived overqualification leads to more altruistic helping behavior through extra effort

Purpose: This paper aims to build a moderate mediation model to delineate when and how employee with perceived overqualification will exert extra effort and therefore engage in more altruistic helping behavior. Design/methodology/approach: The research hypotheses were empirically tested using multitime and multisource survey data. Given the nested nature of data (i.e. 52 immediate supervisors rated 143 subordinates), multilevel structural equation modeling analyses within Mplus were conducted to test the proposed model. Findings: The results support the proposed moderated mediation effect and indicate that perceived overqualification is positively related to extra effort on a condition that there is either strong desire for higher workplace status or more developmental job opportunities. The extra effort will subsequently lead to more altruistic helping behavior. Practical implications: Based on the findings of this paper, human resource managers should consider the job applicant’s desire for workplace status and the organizational context the employer can provide when hiring overqualified employees. Second, organizations should carefully conduct job design to improve overqualified employees’ on-the-job developmental experiences. Third, training programs should be conducted to help satisfy needs and improve workplace status of overqualified employees, so that they can exert extra job effort and engage in pro-organizational behaviors. Originality/value: Drawing on motivation–opportunity–ability theory, this paper extends the limited understanding of important boundary conditions under which perceived overqualification can be beneficial. The findings add to the knowledge on extant literature by identifying altruistic helping behavior as a new outcome of perceived overqualification.