Abstract:      Based on the relative deprivation theory and the person-job fit theory, this paper aims to explore the relationship between perceived overqualification and innovative behavior with the hierarchical regression method, and analyze the chain mediating effect of turnover intention and job involvement by means of Bootstrap method through the survey data of 523 new-generation employees born in the 1990s. The results show that perceived overqualification has a significant negative impact on the innovative behavior of the post-90s employees, turnover intention and job involvement play chain mediating role in the relationship between perceived overqualification and innovative behavior. 
    The theoretical significance of this paper includes the following two aspects. First, few previous studies make an organic connection between the perceived overqualification and the innovative behavior of new generation of employees. This study examines the relationship between the perceived overqualification and the innovative behavior of new generation of employees through constructing model and testing hypothesis, which further enriched the systematic cognition of the antecedent variables of their innovative behavior. 
     Second, this study clarified the influence path of the perceived overqualification on the innovative behavior of the new generation of employees, and illuminated the individual and chain mediating effects of turnover intention and job involvement in this influence path, which is helpful to deeply understand the influence mechanism of the perceived overqualification on the innovative behavior of the new generation of employees.
    This paper has three implications for practice management in business. First of all, considering the many negative effects of overqualification, it is recommended that in the process of external social recruitment and campus recruitment, enterprises should set the selection criteria around the actual needs of different positions as far as possible, instead of deliberately raising the selection and employment criteria, in order to truly achieve "the best of talent, the best of use".
   Secondly, companies must pay close attention to the possible "over-utilization" of their employees, and try to reduce their burnout and self-exhaustion due to their high sense of overqualification by enriching their work content, etc.
     Finally, enterprises can clarify the inner demands of employees through regular and in-depth communication, bring more suggestions about career development to new generation employees through developmental feedback from direct leaders, or give new generation employees appropriate stimulation through regular job rotation to enhance their work passion. Of course, more importantly, in the face of the new generation of post-90s employees, organizations and managers must make efforts to adapt their own management value and management methods based on the requirements of "person-job fit" and compatibility between people and organizations, in order to better adapt to such a group that has distinctive personality characteristics and is also increasingly taking on more important innovative responsibilities in the enterprise. 
     The shortcoming of this research is that the survey data is mainly through online self-evaluation by interviewees. Although the deviation of the same source method is controlled within an acceptable range, there are limitations that the data is non-dynamic and the source of the data sample is relatively single. Future research can try to use multiple sources to collect data to enhance its scientificity and preciseness. In addition, in future research designs, more valuable variables at different levels can be introduced to better clarify the mechanism of influence of perceived overqualification on the innovative behavior of the post-90s employees.

Key words: perceived overqualification, new generation of employees, innovation behavior, turnover intention, job involvement