Double-edged sword: How does civil servants’ perceived overqualification affect their proactive behavior?

Perceived overqualification has been identified among civil servants, but rarely examined in any detail, especially regarding its association with behaviors that benefit public organizations. Utilizing conservation of resources theory, this study investigated the dual role of perceived overqualification in relation to proactive behavior among this demographic. By conducting a survey with 527 Chinese civil servants, we found that perceived overqualification was negatively associated with proactive behavior via negative affect and positively associated with proactive behavior through role breadth self-efficacy. The negative effect of perceived overqualification on proactive behavior via negative affect was stronger when mission valence was low, and the positive effect of perceived overqualification on proactive behavior via role breadth selfefficacy was stronger when mission valence was high. Our study elucidates the complex relationship between perceived overqualification and civil servants’ proactive behavior, offering strategies for public organizations to foster proactivity.