| In human resources management, perceived overqualified is a phenomenon exists in the misallocation of human resources, mainly reflected the staff perceived mismatch between their own individual characteristics and the job characteristics. This phenomenon is often seen as a social phenomenon, and will cause a series of negative effects, such as the case in under-utilization or under-employment qualifications, low to high, knowledge of waste etc. disadvantages. However, gold can not be pure, no one is perfect. If the organization's managers can know people, make use of personnel and find that those who perceive the advantages of high qualifications and put the one in the right place, then those who perceive the potential to be overqualified to play effectively that will achieve maximum benefits on the individual and organizations.Some standard research methods such as literature review and survey investigation were used to explore the content and structure of perceived overqualified and related issues based on Chinese culture, dealt with received formal surveying valid data in the exploratory factor analysis, confirmatory factor analysis, correlation and regression analysis and other statistical methods, conclusions are as follows :Firstly, in Chinese cultural background, the employees of perceived overqualified content structure consists of two dimensions: perceived mismatch and perceived no_grow. By factor analysis, perceived overqualified questionnaire reliability and validity have reached psychometric requirements.Secondly, in the contents of employees who perceived overqualified affect the results of the performance of staff, we found that perceived overqualified and perceived mismatch had significant positive effect on knowledge sharing behavior and task performance, respectively. While perceived no_grow had no significant impact on that. However perceived overqualified and its two dimension had a significant negative influence on affective commitment.Thirdly, the mediating effect revealed that the perceived organizational support play intermediary role between Perceived overqualified and knowledge sharing behavior.Fourthly, There were significant differences within the perceived overqualified and gender, age, education level, nature of work and tenure.Finally, current limitations and future research orientions were discussed and analyzed. |
