Overqualified Human Resources, Career Development Experiences, and Work Outcomes: Leveraging an Underutilized Resource with Political Skill
Document Type
Article
Publication Date
6-20-2016
Publication Title
Human Resource Management Review
DOI
10.1016/j.hrmr.2015.09.008
Abstract
We argue in this paper that overqualified employees represent an underutilized human resource that has the potential to be leveraged in impactful ways to enhance both personal and organizational effectiveness. Our proposed framework suggests that if organizations provide opportunities for employees to engage in career development experiences (i.e., job crafting, informal leadership, mentoring relationships), politically skilled overqualified employees will capitalize on these opportunities and utilize their additional knowledge, skills, abilities, and experience to make unique contributions, providing valued human resources to the organizations. Furthermore, the politically skilled overqualified employees' capitalization on opportunities to undertake career development opportunities will results in positive outcomes for both the employees (i.e., increased job satisfaction and reputation) and the organization (i.e., increased organizational commitment). Implications and directions for future research are discussed.
Recommended Citation
Russell, Zachary A., Gerald R. Ferris, Katina W. Thompson, David Sikora.
2016.
"Overqualified Human Resources, Career Development Experiences, and Work Outcomes: Leveraging an Underutilized Resource with Political Skill."
Human Resource Management Review, 26 (2): 125-135.
doi: 10.1016/j.hrmr.2015.09.008
https://digitalcommons.georgiasouthern.edu/management-facpubs/65
