The Influence of Coaching Leadership on Post-90s Employees’ Perceived Overqualification: The Mediating Effect of Job Crafting

Authors

  • Zizheng Liu

DOI:

https://doi.org/10.54691/bcpbm.v36i.3446

Keywords:

Perceived overqualification; coaching leadership; job crafting; post-90s employees.

Abstract

A sizeable portion of the population on entering workforce are facing high level of perceived overqualification, and researches have shown the negative effects of it. Therefore, it is essential to find solutions to reduce perceived overqualification of employees through appropriate management methods based on the characteristics of the new generation of employees represented by the post-90s generation. This study constructs a model that coaching leadership influences the post-90s employees through employees’ perceived overqualification through job crafting. 300 samples of post-90s employees were collected to conduct empirical analysis, and the results show that: coaching leadership has significant and negative impact on perceived overqualification of post-90s employees. Coaching leadership has positive impact on post-90s employees’ job crafting. Job crafting has significant and negative impact on perceived overqualification of post-90s employees. Job crafting mediates the relationship between coaching leadership and perceived overqualification of post-90s employees. The implications, limitations, and future directions of these findings were discussed.

Downloads

Download data is not yet available.

References

Cheng Qiyun, Sun Caixin, Zhang Xiaoxing, et al. Short-Term load forecasting model and method for power system based on complementation of neural network and fuzzy logic. Transactions of China Electrotechnical Society, 2004, 19(10): 53-58.

Yang Wenxin, Yang Chun, Zhou Fan. Overqualification and employee’s job crafting: the impacts of work alienation. Science of Science and Management of Science and Technology, 2015(02): 149-160.

Ding Wanling, Wang Yao, Wu Jiebo. Are employees with unfulfilled talent more selfish -- based on the mediation of negative emotions. Leadership Science, 2019(12): 99-102.

Maynard, D.C., Parfyonova, N.M. Perceived overqualification and withdrawal behaviours: Examining the roles of job attitudes and work values. Journal of Occupational and Organizational Psychology, 2013, 86(3): 435-455.

Li Hui, Ding Gang. The mechanism of the effect of perceived excessive qualification on the innovative performance of new-generation employees - The mediating effect of work modeling and the moderating effect of vocational delay. Technoeconomics and Management Research, 2019(06): 3-9.

Zhao Hengchun, Li Xiangquan. The influence of perceived qualification on organizational knowledge sharing behavior -- based on the moderating effect of traditional Chinese cultural values. Journal of Zhengzhou University (Philosophy and Social Sciences Edition), 2022, 55(01): 51-55.

Alfes K., Shantz A. and Baalen S. Reducing perceptions of overqualification and its impact on job satisfaction: the dual roles of interpersonal relationships at work. Human Resource Management Journal, 2016, 26(1): 84-101.

Wang Yanfei, Zhang Jingyuan, Lin Xingchi, Zhou Lianghai, Zhu Yv. A literature review of coaching leadership behavior and prospects. Foreign Economics and Management, 2016, 38(05): 44-57.

Wang Hongyv, Cui Zhisong. How can coaching leadership promote employees’ job crafting-A multilevel mediated model. Jiangsu Social Sciences, 2018(02): 61-71.

Kim, Sewon. Assesing the Influence if Managerial Coaching on Employee Outcomes. Human Resource Development Quarterly, 2014, 24(1): 59-85.

Zhao Jingjie, Shao Defu, Yi Meng, Peng Jinqian. Coaching leadership, self-efficacy and employee’s job performance. South China Journal of Economics, 2018(03): 99-112.

Song Ziyv, Gao Zhonghua. “Well-balanced Tension and Relaxation” is powerful for innovation-a dual moderating model of the relationship between coach leadership and employees’ innovative behavior. Research on Economics and Management, 2020, 41(04): 132-144.

Tims M, Bakker A B. Job crafting: Towards a New Model of Individual Job Redesign. SA Journal of Industrial Psychology, 2010, 36(2): 1-9.

Xie Wenxin, Yang Chun, Zhou Fan. Overqualification and employee’s job crafting: the impacts of work alienation and psychological resilience. Science of Science and Management of Science and Technology, 2015(02): 149-160.

Berg, J.M., Grant, A.M., et al. When callings are calling: crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 2010, 21(5): 973-994.

Slemp, G.R., Vella-Brodrick D.A. Optimizing employee mental health: the relationship between intrinsic need satisfaction, job crafting, and employee well-being. Journal of Happiness Studies, 2014, 15(4): 957-977.

Zhao Yixuan, Zhao Shuming, Xu Yunfei. A study of intergenerational differences of Chinese employees based on two years of achieving styles data, 2019(12): 1751-1760.

Bai Limei. A probe into the loyalty management of the ‘post 80s’ and ‘post 90s’ employees. Inner Mongolia University, 2012: 29-30.

Cui Shanbin. Research on the management of the post 90s employees in TC company based on personality characteristics. North West Agriculture and Forestry University, 2019: 22-23.

Liao Xiaoming, Chen Shan. The characteristics and management strategies of the new generation of ‘post-90s’ employees. Leadership Science, 2017(19): 10-11.

Heslin P A, Vandewalle D, Latham G P. Keen to Help? Managers’implicit Person Theories and Their Subsequent Employee Coaching. Personnel Psychology, 2006, 59(4): 871-902.

Maynard D.C., Joseph,T.A., Maynard,A.M. Underemployment, jobattitudes, and turnover intentions. Journal of Organizational Behavior, 2006, 27(4): 509-536.

Tims M, Bakker A B, Derks D. Development and Validation of the Job Crafting Scale. Journal of Vocational Behavior, 2012, 80(1): 173-186.

Downloads

Published

2023-01-13

How to Cite

Liu, Z. (2023). The Influence of Coaching Leadership on Post-90s Employees’ Perceived Overqualification: The Mediating Effect of Job Crafting. BCP Business & Management, 36, 298–306. https://doi.org/10.54691/bcpbm.v36i.3446