When being overqualified helps or hurts: the double-edged sword effects of perceived overqualification on proactive behavior

Purpose Existing studies have not reached a consensus about the influence of perceived overqualification (POQ) on employees' proactive behavior. Drawing upon the literature on proactivity and the model of proactive motivation process, this study explores how and when POQ affects employees' proactive behavior. Design/methodology/approach Data were collected from 290 employees in China using a three-wave, time-lagged design. Bootstrapping method was used to test the hypotheses. Findings This study found that POQ indirectly and positively predicted proactive behavior via role breadth self-efficacy for employees who perceived high task significance. Meanwhile, it indirectly and negatively predicted proactive behavior via role breadth self-efficacy, intrinsic motivation and positive affect for employees with low task significance. Originality/value These findings synthesize three mechanisms to clarify the influence of POQ on proactive behavior. They also create a consensus in research on the relationship between POQ and proactive behavior.