A work-family enrichment model of perceived overqualification: the moderating role of flexibility human resource practices

Abstract

Purpose

This research focuses on the work–family facilitation process to theorize and examine the potential positive impact of perceived overqualification (POQ) on an individual’s work–family interface. Drawing on social cognitive theory of self-regulation, this research identifies work–family balance self-efficacy (WFBSE) as a motivational mechanism through which POQ affects work engagement. Additionally, it proposes flexibility human resource (HR) practices as a key moderator of this process.

Design/methodology/approach

This research collected multi-wave time-lagged data from 342 managers in the hospitality industry. The research focused on managers with the title of headwaiter and above, while front-line service personnel were not included.

Findings

The results showed that POQ had an indirect positive relationship with work engagement via WFBSE. The results also showed that employee-experienced flexibility HR practices moderated the effectiveness of WFBSE in translating POQ into work engagement.

Practical implications

This research provides guidance and insights into how HRM systems can be customized to sustain positive outcomes in situations of overqualification. It is crucial that hotels offer flexibility options or individualization of work arrangements for overqualified employees.

Originality/value

The potential positive impact of POQ on employees’ work–family interface has been neglected. In addition, prior research has devoted little attention to potential organizational factors that enhance the positive effects of POQ. By examining the mediating and moderating effects, this research aims to explain how and under what conditions POQ facilitates work engagement.

Citation

Li, Y., Jin, S., Chen, Q. and Armstrong, S.J. (2024), "A work-family enrichment model of perceived overqualification: the moderating role of flexibility human resource practices", International Journal of Contemporary Hospitality Management, Vol. 36 No. 6, pp. 1766-1783. https://doi.org/10.1108/IJCHM-11-2022-1371