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<p>Given the public sector’s significant impact on national expenditure and economic stability, its operational efficiency and job performance are paramount. This study examines the relationship between perceived overqualification, commonly observed among current and prospective public officials in Turkey, and job performance from the perspective of Human Capital Theory. It also examines the potential moderating role of job crafting within the framework of the Job Demands–Resources Theory. Using a mixed-methods sequential explanatory design, quantitative data were collected in two time-lagged waves from 275 public officers. The results showed that perceived overqualification is positively associated with job performance. However, mission crafting negatively moderated this relationship, contrary to the hypothesized strengthening effect. To explain this unexpected finding, interviews were conducted with seven officers. Qualitative insights revealed that while moderate crafting is beneficial, excessive task modification in a rigid bureaucratic context creates role ambiguity and peer friction, neutralizing the benefits of surplus qualifications. The study contributes to the literature by identifying the ‘tipping point’ of proactive behavior in hierarchies and suggests that public managers should implement structured autonomy strategies to effectively leverage overqualified employees without disrupting organizational order.</p>

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Perceived overqualification and job performance: the moderating role of job crafting in the Turkish public sector

  • 期刊论文

  • 出版模式：

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  • 发表日期：

    2026年3月10日

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  • Tayfun Arar,
  • Gülşen Yurdakul

摘要

Given the public sector’s significant impact on national expenditure and economic stability, its operational efficiency and job performance are paramount. This study examines the relationship between perceived overqualification, commonly observed among current and prospective public officials in Turkey, and job performance from the perspective of Human Capital Theory. It also examines the potential moderating role of job crafting within the framework of the Job Demands–Resources Theory. Using a mixed-methods sequential explanatory design, quantitative data were collected in two time-lagged waves from 275 public officers. The results showed that perceived overqualification is positively associated with job performance. However, mission crafting negatively moderated this relationship, contrary to the hypothesized strengthening effect. To explain this unexpected finding, interviews were conducted with seven officers. Qualitative insights revealed that while moderate crafting is beneficial, excessive task modification in a rigid bureaucratic context creates role ambiguity and peer friction, neutralizing the benefits of surplus qualifications. The study contributes to the literature by identifying the ‘tipping point’ of proactive behavior in hierarchies and suggests that public managers should implement structured autonomy strategies to effectively leverage overqualified employees without disrupting organizational order.