[雙語翻譯]--外文翻譯--資歷過高與主觀幸福感工作自主性和文化的調(diào)節(jié)作用（原文）

1、Overqualification and Subjective Well-Being at Work: The Moderating Role of Job Autonomy and CultureChia-Huei Wu ? Aleksandra Luksyte ? Sharon K. ParkerAccepted: 23 May 2014 / Published online: 31 May 2014 ? Springer Sci

2、ence+Business Media Dordrecht 2014Abstract Overqualification is a form of underemployment wherein people have more skills, experience, knowledge, and abilities than required for a job. Past research has shown that overqu

3、alification is negatively related to subjective well-being at work, such as lower job satisfaction. To mitigate this negative impact, drawing on a job design perspective, the authors proposed that job autonomy can buffer

4、 overqualification’s negative effects. Based on the model of culture fit in managerial practice, as well as regulatory fit theory, the authors further proposed that the buffering effects of job autonomy apply only to emp

5、loyees from individualistic (vs. collectivistic) cultures. Data from the 5th European Working Conditions Survey were analyzed. Results of a two-level multilevel modeling analysis showed a three way interaction between ov

6、erqualification, job autonomy, and national culture in predicting subjective well-being at work. Job autonomy buffered the negative effects of overqualification on subjective well-being at work, but only in indi- viduali

7、stic cultures.Keywords Overqualification ? Job design ? National culture ? Subjective well-being at workC.-H. Wu ( Robert et al. 2000), we explore the potential role of national culture in shaping the effectiveness of jo

8、b autonomy as a buffer of the negative effects of overqualification on subjective well-being at work. In this study, we focus national culture on the dimension of individualism– collectivism and use national scores on th

9、is dimension to classify employees from nations with individualistic cultures and employees from nations with collectivistic cultures. Employees in individualistic cultures tend to value independence. They place a high p

10、ri- ority on pursuing and maximizing individual goals and strive to be unique, assert oneself, express one’s inner attributes, and focus on personal rights, autonomy and self-fulfillment (e.g., Hofstede 1991; Kagitcibasi

11、 1997; Lu and Gilmour 2007; Markus and Kitayama 1991; Triandis et al. 1988). In contrast, people in collectivistic cultures are apt to focus on building harmonious relationships with others and value belonging, fitting i

12、n, restraining oneself, and promoting others’ goals and focus on common fate and values (e.g., Hofstede 1991; Kagitcibasi 1997; Lu and Gilmour 2007; Markus and Kitayama 1991; Triandis et al. 1988). Because of these cultu

13、rally-specific values, we argue that job autonomy will function differently across cultures in assuaging the negative association between over- qualification and subjective well-being at work. Based on the model of cultu

14、re fit in managerial practice (Aycan et al. 2000; Kanungo and Jaeger 1990; Mendonca and Kanungo 1994) and regulatory fit theory (Higgins 2005), we argue that job autonomy may alleviate the negative effects of overqualifi

15、cation on subjective well-being at work for employees in individualistic (as opposed to collectivistic) cultures. Specifically, employees in individualistic cultures tend to emphasize their uniqueness and their personal

16、values (e.g., Hofstede 1991; Kagitcibasi 1997; Lu and Gilmour 2007; Markus and Kitayama 1991), and therefore will take advantage of job autonomy to pursue personal values and goals by, for example, crafting greater meani

17、ng into their work. As such, job autonomy will help employees in individualistic cultures to regulate the negative impact of overqualification on subjective well-being at work. In contrast, employees from collectivistic

18、cultures tend to nurture and value their relationships with others more than maximizing individual goals (e.g., Hofstede 1991; Kagitcibasi 1997; Lu and Gilmour 2007; Markus and Kitayama 1991). Because the regulatory func

19、tion of job autonomy is less congruent with such values and goals, we do not expect that job autonomy will mitigate the negative impact of overqualification on subjective well-being at work in collectivistic cultures. In

20、 sum, we propose a three-way interaction between overqualifi- cation, job autonomy, and national culture in shaping employees’ subjective well-being at work. To examine our hypothesis, data from the 5th European Working

21、Conditions Survey (EWCS) (Gallup Europe 2012) were analyzed. We expect that job autonomy will mitigate negative impact of overqualification on subjective well-being at work for employees from nations with individualistic

22、 cultures, but not for employees from nations with collectivistic cultures. Our investigation contributes to literature in two ways. First, we suggest that over- qualification is exacerbated by poor job design; specifica

23、lly, a lack of job autonomy. Overqualification has been conceptualized as a multi-dimensional construct consisting of two facets: mismatch (i.e., having more qualifications than is required) and no-growth (i.e., a lack o

24、f opportunities to utilize one’s skills; (Johnson and Johnson 1996). Rather than focusing on the aspect of personnel selection to recruit employees whose background matches the job (Fine and Nevo 2011), we emphasize the

25、role of job autonomy in allowing for growth, despite the mismatched job. In particular, when overqualified employees have job autonomy, they can proactively craft their jobs and enhance the meaning of work,Overqualificat