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PurposeBased on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.Design/methodology/approachA quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.FindingsResults revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.Practical implicationsThe research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.Originality/valueResearch on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.

AbstractThe present study examines how and when employees respond to supervisor bottom‐line mentality (BLM) by withholding voluntary workplace green behavior (VWGB). Drawing upon goal shielding theory, we developed a serial mediation model explaining that supervisor BLM inhibits their green advocacy, undermining the green work climate (GWC) and reducing employee VWGB. The analyses of multilevel data obtained from 287 employees and 68 supervisors provided support for the study hypotheses. Our findings showed that supervisor BLM constrained their green advocacy, which undermined the GWC and, in turn, dampened employee VWGB. Furthermore, supervisor moral reflectiveness muted the negative association between supervisor BLM and green advocacy and the negative indirect effect of supervisor BLM on employee VWGB serially via supervisor green advocacy and GWC. Our research provides novel insights into the values that responsibly impact voluntary green behaviors in the workplace by illuminating supervisors' BLM, moral reflectiveness, green advocacy, and GWC. Finally, we provide practical implications for leaders committed to enhancing their organization's environmental sustainability. We recommend future studies investigating the consequences of supervisor BLM, underlying mechanisms, and boundary conditions in understanding employees' responses toward workplace green behaviors.