隨著高等教育的擴張與普及，人們感受到自己的學歷、經驗或是能力高於工作所要求的現象越來越明顯。在就業市場中，此種知覺屈就者可能因此被迫從事與自己的人力資本不相符的工作，低度就業的情況因而產生。過去關於知覺屈就的研究中，大部分是研究其帶來的負面影響。然而，本研究認為，在企業中「知覺屈就者」可能為企業中能力較出色的員工，其理應能對企業有較大的助益。基於上述原因，本研究探討當組織成員具有知覺屈就的情形時，會對其產生之影響。本研究以相對剝奪理論為基礎，以「心理特權」、「工作相關挫折」、「工作塑造」與「自我效能」為中介變數，正反兩向地研究「員工知覺屈就」與「主動行為」之關係，探討知覺屈就者對於工作上的主動行為會有什麼影響。並且以「工作工具性」、「政治技能」為調節變數，來測試個人因素會如何影響知覺屈就產生的結果。
本研究以台灣企業為研究對象，共蒐集261份有效問卷。研究結果顯示，「知覺屈就」與「心理特權」有正向關係，並且當個人的「工作工具性」高時，會降低其心理特權的程度。此外，「工作相關挫折」會降低個人從事主動行為的意願。另一方面，在組織中，知覺屈就的員工亦會進行工作塑造，進而提升自我效能，展現主動行為。本研究證實，知覺屈就的員工具有較高的心理特權為一項可能結果，並且工作工具性能夠影響此結果的程度。而知覺屈就員工之「工作塑造」與「自我效能」會正向中介其工作上的「主動行為」。

As the higher education has been expanding rapidly, there is a growing number of employees perceiving their qualifications such as education, skills or experience exceed the job demands. Therefore, it is important for the organization to be aware of the outcomes of such individuals. Prior studies have mostly shown the negative results for both employees and organization. In the current study, in addition to understanding the negative results brought about by overqualified individuals, we further discuss the positive aspects as well. On the basis of Relative Deprivation Theory, we examine a theoretical framework in individual level to explain the possible linkage between perceived overqualification and proactive behavior through psychological entitlement, job-related frustration, job crafting and self-efficacy. Also, to find out how individual differences influence the outcome of perceived overqualification, we investigate two possible moderators between perceived overqualification and psychological entitlement and perceived overqualification and job crafting. Our model is tested by 261 supervisor-subordinate dyads from various industries in Taiwan, such as financial, insurance, and manufacturing companies.
The findings of current study point out that occupational instrumentality can influence the extent of psychological entitlement for overqualified individuals. Furthermore, individuals with perceived overqualification may engage in job-relevant changes to optimize their person-job fit. Current study sheds light on how perceived overqualified employees influence their proactive behavior. And we show evidence that through some mechanisms, such individuals indeed will initiate proactive behaviors at work.

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