Skip to main content icon/video/no-internet

Underemployment occurs when a worker is employed below his or her working capacity and in a job that is in some way suboptimal given his or her education and experience. It can be relatively objectively determined, as in comparing one's education to that required by the job, or subjectively determined, as when a worker perceives him- or herself as overqualified.

Though underemployment is difficult to quantify and measure, conservative estimates put total labor underutilization at at least twice the unemployment rate. Underemployment disproportionately affects younger workers, minorities, immigrants, disabled persons, and workers who have been laid off. Underemployment is on the rise since the beginning of the global recession that began in 2007. The relationship between underemployment and outcomes is complex, because although underemployed workers may experience psychologically negative outcomes, they also tend to have high levels of job performance. Underemployed workers may begin looking for more suitable jobs as the economic recovery takes hold. Companies that employ these workers can enact human resource management practices to help them be more productive. Employee empowerment and opportunities to become more employable and to advance positions are particularly helpful. Underemployment also affects marital relationships, families, communities, and our society and thus is studied by economists, sociologists, community and health psychologists, and management scholars. The rise in the number of jobs with nonstandard work arrangements—including part-time positions and those held by contingent workers, contract employees, and temporary agency employees—suggests that underemployed workers will make up an increasing proportion of the labor force.

Underemployment and Unemployment

Underemployment and unemployment are inextricably tied together. In fact, the underemployment framework was developed to more fully describe the overall employment or “jobs” picture, because the unemployment rate only includes workers who are not working but are actively seeking employment. Underemployment is conceptualized to include employment hardship and all types of suboptimal employment, including the following:

  • Discouraged workers: Those workers who desire full-time work but have stopped looking because they think no jobs are available
  • Underemployed by low hours: Workers who work part-time but desire full-time work. This sector is measured and tracked by the U.S. Bureau of Labor Statistics as part-time for economic reasons
  • Underemployed by low income: The “working poor,” or workers who are working full-time but whose income puts them below or barely above the poverty line
  • Underemployed by occupational mismatch: Workers whose education level is significantly above the mean education level of the occupation in which they are working or who are working in a field outside the area of their formal training
  • Poor quality re-employment following a layoff: Workers who take a significant (more than 20 percent) pay cut or work at a significantly lower hierarchical level after a layoff

All of these dimensions of underemployment reflect a relatively objective lack of fit between a worker and his or her job. From a human capital perspective, employees make choices to invest in building their human capital (e.g., education, skills, experience) based on the expected career opportunities and potential compensation afforded that level of human capital. When a worker is underemployed, he or she is not receiving the expected outcomes based upon his or her human capital investment. Although this imbalance may be advantageous to the employer, it is not ideal for the individual worker. From a broader economic perspective, these types of labor underutilization result in market inefficiency. That is, efficient markets occur when supply and demand are balanced. When labor is underutilized, it not only represents a lack of market efficiency but also a resource that is wasted and cannot be recovered.

...

  • Loading...
locked icon

Sign in to access this content

Get a 30 day FREE TRIAL

  • Watch videos from a variety of sources bringing classroom topics to life
  • Read modern, diverse business cases
  • Explore hundreds of books and reference titles

Sage Recommends

We found other relevant content for you on other Sage platforms.

Loading