人力資源管理專業(yè)外文翻譯--心理契約在人力資源與行為角色的中介作用多層次的分析

1、<p>　　中文3645字，2040單詞,12900英文字符</p><p><b>　　外文翻譯</b></p><p><b>　　原文：</b></p><p>　　The Mediating Effects of Psychological Contracts on the Relationship Be

2、tween Human Resource Systems and Role Behaviors: A Multilevel Analysis</p><p>　　作者：Jin-feng Uen · Michael S. Chien · Yu-Fang Yen</p><p>　　起止頁(yè)碼：215–223</p><p>　　出版日期（期刊號(hào)）：2

3、009年3月21日</p><p>　　出版單位：Springer Science+Business Media, LLC 2009</p><p>　　The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors:

4、 A Multilevel Analysis</p><p><b>　　Abstract</b></p><p>　　Purpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship betw

5、een human resource (HR) systems and role behavior. </p><p>　　Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwan

6、ese high-tech ?rms.</p><p>　　Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors.

7、Transactional psychological contracts did not signi?cantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts an

8、d negatively to transactional psychological contracts.</p><p>　　Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are bene?cial to the goals of

9、 the ?rms. Furthermore ,our ?ndings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit employees’ in-role behaviors by providing ?nancial and other non-?nan

10、cial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commit</p><p>　　Originality/Value The study is one of the primary studies to

11、 empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.</p><p>　　Introduction</p><p>　　Human Resource (HR) systems create and support employme

12、nt relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.</p><p>　　Furthermore, psychological contracts represent employees’ beliefs about mutual emplo

13、yment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions,

14、 commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also in?uence employee behaviors. Consequently, psychological contracts can be viewed as t</p><p>　　I

15、n the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the ful?llment or the violation of psychological contracts by employers. For

16、 example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career developme

17、nt. Based on these ?ndings, Robinson and Morrison (1995) fu</p><p>　　Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems

18、 and role behaviors. Our results will provide insights regarding the reason for HR systems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how

19、 to facilitate employees’ role behaviors (e.g.,by offering them speci?c inducements). Subsequently, we provide a brief review of psychological</p><p>　　Psychological Contracts</p><p>　　Initially

20、, a psychological contract was de?ned as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship betwee

21、n an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding t

22、he terms and conditions of a reciprocal exchange ag</p><p>　　In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: tra

23、nsactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the following ?ve characteristics: focus ,time frame, stability, scope, and

24、tangibility. Speci?cally, transactional contracts focus on economic terms, have a speci?c duration, are static, narrow in scope, and a</p><p>　　In summary, transactional psychological contracts refer to empl

25、oyment arrangements with short-term exchanges of speci?ed performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-speci?ed performance terms. Empirical evidence supp

26、orts not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al. (1994) found that as contracts become less relational, employees pe<

27、;/p><p>　　Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.</p><p>　　In contrast, when an organization applies a low commitment-based HR system

28、, such as narrowly de?ned jobs, limited training efforts, relatively limited bene?ts, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development

29、. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accor</p>&l

30、t;p>　　Hypothesis 2 Commitment-based HR systems will negatively relate to transactional psychological contracts.</p><p>　　The Mediating Effects of Psychological Contracts on the Relationship Between HR Sys

31、tems and Role Behaviors.</p><p>　　Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees w

32、ill generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves an

33、d their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequen</p><p>　　Role behavior refers to the recurring actions of an individual appropriately inter-correla

34、ted with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the

35、purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which </p><p>　　The exc

36、hange of ?nancial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as

37、a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptions regarding the economic terms of the exchange agreement between themselves and their orga

38、nizations. Since both relational and transactional ps</p><p>　　Hypothesis 3 Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and i

39、n-role behaviors.</p><p>　　In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that bene?t the organization and go beyond existing role expectations (Va

40、n Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involv

41、ement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since</p><p>　　The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitc

42、hell 2005). In other words, to elicit employees’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on soc

43、io-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relati</p><p><b>　　Metho

44、ds</b></p><p>　　Sample and Procedure</p><p>　　The solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&

45、;D professionals and engineers, have been viewed as a core human resource for high-tech ?rms, and these ?rms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).<

46、/p><p>　　Since personal contacts signi?cantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personal contacts and a snowballing techniq

47、ue. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech ?rms. Each survey package contained an immediate manager questionnair

48、e and ?ve knowledge worker questionnaires. A cover letter for immediate manager</p><p>　　Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average

49、 11 years (SD = 7.67) of experience in a high-tech ?eld. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate mana

50、gers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent o</p><p><b>　　Measures</b></p&g

51、t;<p>　　Commitment-based HR System</p><p>　　Lepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organization’s HR system nurtured employee involvement and maximize

52、d the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave th

53、e English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether t</p><p>　　Discussion</p><p>　　Our study contributes to both the human

54、resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be signi?cantly and positively associated with their in-role behaviors and

55、OCBs, adding to our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR syst

56、ems and role behavio</p><p><b>　　譯文：</b></p><p>　　The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel

57、 Analysis</p><p>　　心理契約在人力資源與行為角色的中介作用：多層次的分析</p><p>　　作者：Jin-feng Uen · Michael S. Chien · Yu-Fang Yen</p><p>　　起止頁(yè)碼：215–223</p><p>　　出版日期（期刊號(hào)）：2009年3月21日<

58、;/p><p>　　出版單位：Springer Science+Business Media, LLC 2009</p><p><b>　　外文翻譯譯文：</b></p><p><b>　　摘要</b></p><p>　　目的：這個(gè)研究的目的是剖析心理契約在人力資源與行為角色的中介作用。</

59、p><p>　　設(shè)計(jì)／方法／途徑：多層次的分析是在25所臺(tái)灣高科技企業(yè)中進(jìn)行的，收集了146位知識(shí)型員工和28位經(jīng)理的信息。</p><p>　　以承諾為基礎(chǔ)的人力資源系統(tǒng)和角色行為在心理契約中介作用的關(guān)系中與公共生活中的公民行為是一樣。交易型心理契約并沒(méi)有明顯的調(diào)解這種關(guān)系?？偠灾?，這個(gè)結(jié)果同樣表明基于人力資源系統(tǒng)與心理契約的關(guān)系是積極地，與交易型心理契約的關(guān)系是消極的。</p>

60、;<p>　　實(shí)踐意義：以承諾為基礎(chǔ)的人力資源系統(tǒng)能夠得出一個(gè)寬泛的知識(shí)性員工的行為標(biāo)準(zhǔn)，這有利于企業(yè)的目標(biāo)。此外，我們的結(jié)果同時(shí)得到了更深入的了解，了解怎樣的人力資源系統(tǒng)能夠引起員工的角色行為。組織通過(guò)為員工提供貨幣和非貨幣的方式引導(dǎo)出員工的角色行為，但是這種方式必須是有形的。利誘和促進(jìn)員工的潛在角色行為，通過(guò)為其提供的積極的經(jīng)驗(yàn)例如尊重、承諾、支持。</p><p>　　創(chuàng)新／價(jià)值：這項(xiàng)研究中一

61、項(xiàng)主要的目的是證實(shí)心理契約對(duì)于人力資源系統(tǒng)與員工行為的心理邏輯作用。</p><p><b>　　介紹</b></p><p>　　人力資源系統(tǒng)創(chuàng)造并且支持雇用關(guān)系。 這種方式實(shí)施雇用關(guān)系將估計(jì)員工的心理契約或個(gè)人的信仰，它在組織中形成。因此，對(duì)待心理契約就像對(duì)待員工信仰和人力資源系統(tǒng)一樣。</p><p>　　此外，心理契約反應(yīng)員工的信仰，這

62、種信仰是關(guān)于員工彼此的義務(wù)。員工根據(jù)他們的心理契約傾向于執(zhí)行那些他們相信的工作。因此，心理邏輯契約與員工角色行為、轉(zhuǎn)變意圖、承諾和信任有密切的關(guān)系。換言之，心理契約不僅被人力資源系統(tǒng)公式化，而且還影響員工的行為。結(jié)果，心理契約可以被觀看作為人力資源系統(tǒng)和員工行為之間的聯(lián)系機(jī)構(gòu)。</p><p>　　在過(guò)去十年中，大多數(shù)心理契約研究側(cè)重于查明心理契約組成部分和雇主履行或違反了心理契約的影響。例如，羅賓遜等人發(fā)現(xiàn)，心

63、理契約的組件包括基于目前業(yè)績(jī)、培訓(xùn)水平、長(zhǎng)期工作保障和職業(yè)發(fā)展而制定的高薪。根據(jù)這些發(fā)現(xiàn)，羅賓遜和莫里森進(jìn)一步指出當(dāng)員工的期望受到侵犯時(shí)，他們很少能夠參與民事美德行為?？傊芯咳藛T已經(jīng)證實(shí)，違反心理契約產(chǎn)生的負(fù)面影響，將影響員工的行為，而履行心理契約將產(chǎn)生積極的影響。</p><p>　　因此，這個(gè)研究的目的是證明心理契約將會(huì)調(diào)節(jié)人力資源系統(tǒng)和員工角色行為的相連關(guān)系。我們的結(jié)果將會(huì)提供有關(guān)人力資源系統(tǒng)對(duì)員工的角

64、色行為的影響的解釋。根據(jù)這些了解，人力資源從業(yè)人員將會(huì)獲得更多對(duì)于如何促進(jìn)員工角色行為的理解。隨后，我們對(duì)心理契約研究進(jìn)行簡(jiǎn)要的回顧，討論人力資源系統(tǒng)和心理契約之間的關(guān)系，并且提出心理契約作為人力資源系統(tǒng)和員工角色行為的調(diào)節(jié)者。人力資源系統(tǒng)被認(rèn)為是組織層面的變量，而心理契約和作用的行為都視為個(gè)體水平的變量。因此，人力資源系統(tǒng)和這些變量的關(guān)系被認(rèn)為是交叉級(jí)的關(guān)系，而且相應(yīng)的被測(cè)試。</p><p><b>

65、;　　心理契約</b></p><p>　　最初，心理契約被解釋為在各方之間一種含蓄的、非書面的協(xié)議，并且這個(gè)協(xié)議要尊重各自的標(biāo)準(zhǔn)。同時(shí)，主要的被作為一個(gè)框架，這個(gè)框架的作用是員工和雇主之間含蓄的轉(zhuǎn)變關(guān)系。它沒(méi)有獲得重要的地位，直到盧梭在20世紀(jì)90年代創(chuàng)新性的工作。根據(jù)盧梭的研究，心理契約是個(gè)人的信念，信念就條款和雇員與雇主之間的相互交流的協(xié)議。此外，心理契約還包括不同的心理模型，這些心理模型是員工

66、擔(dān)負(fù)有關(guān)工作場(chǎng)所的義務(wù)。</p><p>　　按照麥克尼爾的類型學(xué)契約的約定，盧梭同樣把心理契約分為兩類：交易心理契約和關(guān)系型心理契約。根據(jù)盧梭和麥克尼爾的體系交易心理契約和關(guān)系性心理契約區(qū)別于以下五個(gè)特點(diǎn)：重點(diǎn)、時(shí)限、穩(wěn)定性、范圍和有形型。具體而言，交易心理契約的重點(diǎn)在于經(jīng)濟(jì)的時(shí)限上，它有具體的期限，是靜態(tài)的，范圍狹窄，并且很容易觀察。關(guān)系型心理契約同時(shí)關(guān)注經(jīng)濟(jì)時(shí)限和社會(huì)情感，它是無(wú)期限的，是動(dòng)態(tài)的，范圍十分廣

67、泛，而且是主觀的理解。</p><p>　　總之，交易心理契約是指短的、特定性能的，同時(shí)關(guān)系型心理契約是指非長(zhǎng)期的交流安排，是具體性能方面。實(shí)證證據(jù)支持，不僅有這兩種不同類型的心理契約的存在，而且它們之間還存在相互的轉(zhuǎn)化。</p><p>　　假設(shè)1 已承諾為基礎(chǔ)的人力資源系統(tǒng)與心理契約的關(guān)系將會(huì)更加的緊密。</p><p>　　相反，當(dāng)一個(gè)組織采用一個(gè)低效的，以

68、承諾為基礎(chǔ)的人力資源系統(tǒng)時(shí)，例如狹隘的工作界定、有限的培訓(xùn)結(jié)果、相對(duì)有限的效益和較低的薪酬，員工就會(huì)感覺(jué)該組織為他們提供很少的培訓(xùn)機(jī)會(huì)或職業(yè)生涯發(fā)展計(jì)劃。這些看法將形成員工的交易型心理契約，這個(gè)主要集中在短期與組織相互交換協(xié)議的經(jīng)濟(jì)發(fā)面的問(wèn)題。因此，我們假設(shè)這個(gè)以承諾為基礎(chǔ)的人力資源系統(tǒng)將帶來(lái)有關(guān)交易型心理契約的負(fù)面影響。</p><p>　　假設(shè)2 以承諾為基礎(chǔ)的人力資源系統(tǒng)將帶來(lái)有關(guān)交易型心理契約的負(fù)面影響。

69、</p><p>　　心理契約是關(guān)于人力資源與行為角色的中介作用。</p><p>　　組織和其員工可以別看作是社會(huì)交換關(guān)系的當(dāng)事方。根據(jù)組織的活動(dòng)，例如人力資源系統(tǒng)，員工會(huì)產(chǎn)生他們自己的看法，從而在回饋組織時(shí)會(huì)決定他們的角色行為。因此，心理契約是調(diào)節(jié)以承諾為基礎(chǔ)的人力資源系統(tǒng)和角色行為。</p><p>　　角色行為是指?jìng)€(gè)人與他人重復(fù)的相關(guān)活動(dòng)。有兩種類型的角色行

70、為：角色中行為和角色外行為。角色中行為是在履行職責(zé)和分配工作的職權(quán)范圍的工作角色。由于他們工作角色的需求，雇主采取正式的獎(jiǎng)勵(lì)制度，這將提供財(cái)政和其他非金融方式，但是有形的誘惑將會(huì)改變員工的角色中行為。</p><p>　　金融和有形的利誘交流是經(jīng)濟(jì)交流的主要特點(diǎn)，因此，以承諾為基礎(chǔ)的人力資源系統(tǒng)和員工的角色中行為可以被視為一種經(jīng)濟(jì)交流。換言之，以承諾為基礎(chǔ)的人力資源系統(tǒng)通過(guò)塑造員工的看法，將引出員工的角色中行為，

71、這些看法是在其自身和組織之間交流中形成的。</p><p>　　假設(shè)3 關(guān)系型心理契約和交易型心理契約都會(huì)調(diào)節(jié)以承諾為基礎(chǔ)的人力資源系統(tǒng)和角色中行為的關(guān)系。</p><p>　　相反，角色外行為例如組織員工行為，將有益于組織和超越現(xiàn)有角色期望。組織員工行為不需要工作角色，同時(shí)雇主也沒(méi)有正式的獎(jiǎng)勵(lì)他們?；谶@些原因，員工只有在當(dāng)他們擁有積極地經(jīng)驗(yàn)時(shí)才會(huì)履行組織員工行為以得到回報(bào)，這些經(jīng)驗(yàn)有

72、組織的參與、承諾與支持。“最大化的承諾”被稱為以承諾為基礎(chǔ)的人力資源系統(tǒng)的標(biāo)簽，他們通過(guò)提供積極的經(jīng)驗(yàn)促進(jìn)組織員工行為。</p><p>　　這種積極經(jīng)驗(yàn)的回報(bào)是一種社會(huì)交換。換句話說(shuō)，社會(huì)情感方面需要在雇主和他們的組織之間交流協(xié)議，已達(dá)到引出組織員工行為。由于交易型心理契約不著眼于社會(huì)和情感的交流關(guān)系，他們不期望去調(diào)節(jié)人力資源系統(tǒng)和組織員工行為的關(guān)系。因此，我們推測(cè)交易型心理契約調(diào)節(jié)以承諾為基礎(chǔ)的人力資源系統(tǒng)和

73、組織員工行為的關(guān)系。</p><p><b>　　方法</b></p><p><b>　　樣本和步驟</b></p><p>　　在全球的經(jīng)濟(jì)下，臺(tái)灣高科技產(chǎn)業(yè)實(shí)力雄厚。知識(shí)型員工，例如研發(fā)人員和工程師已經(jīng)作為該科技企業(yè)的核心人力資源來(lái)看待，同時(shí)這些公司希望通過(guò)以承諾為基礎(chǔ)的人力資源系統(tǒng)來(lái)管理他們的知識(shí)型員工。</

74、p><p>　　由于個(gè)人接觸公司的機(jī)會(huì)增多，我們利用個(gè)人的接觸和滾雪球的技術(shù)大大促進(jìn)公司進(jìn)入華人社區(qū)的機(jī)會(huì)。這些公司都是上市公司或是員工超過(guò)100人的公司。我們調(diào)查了75家中小公司到60家高科技企業(yè)。每一個(gè)調(diào)查中包括了一名經(jīng)理的問(wèn)卷和5名知識(shí)性員工的問(wèn)卷。每一份調(diào)查問(wèn)卷中都為調(diào)查的經(jīng)理準(zhǔn)備了一封信件，用于解釋此項(xiàng)調(diào)查的目的，同時(shí)使調(diào)查者放心問(wèn)卷的回答是保密的，并要求他們隨即選擇5名下屬來(lái)完成知識(shí)型員工的問(wèn)卷。32個(gè)被

75、調(diào)查問(wèn)卷的回收率是42.67%。具體來(lái)說(shuō)，我們從25家高科技企業(yè)收到了32名經(jīng)理和146名知識(shí)型員工的問(wèn)卷。刪除不完整的和無(wú)與倫比的監(jiān)督記錄后，我們從25家高科技企業(yè)中選出25名經(jīng)理和127名知識(shí)型員工用以代表42%的有效反應(yīng)率。</p><p>　　87%的經(jīng)理是男性。他們的平均年齡是40，同時(shí)他們?cè)诟呖萍碱I(lǐng)域的工作時(shí)間平均為11年。26%是博士學(xué)位，52%是碩士學(xué)位，9%是學(xué)士學(xué)位，還有13%擁有職業(yè)學(xué)校畢業(yè)

76、證書。與管理人員相比，68%的知識(shí)型員工是男性。知識(shí)型員工的平均年齡是33歲，并且有80個(gè)月的工作經(jīng)驗(yàn)。其中，64%是工程師，29%是研發(fā)人員。10%擁有博士學(xué)位，42%有碩士學(xué)位，34%有學(xué)士學(xué)位，14%擁有職業(yè)學(xué)校畢業(yè)證書。</p><p><b>　　措施</b></p><p>　　承諾為基礎(chǔ)的人力資源系統(tǒng)</p><p>　　里帕克和

77、斯涅爾的20項(xiàng)標(biāo)準(zhǔn)衡量了一個(gè)組織中人力資源系統(tǒng)培養(yǎng)員工的參與和組織在人力資源這方面投資回報(bào)的最大化。這個(gè)最初的標(biāo)準(zhǔn)是在英國(guó)產(chǎn)生的。它被兩個(gè)中文雙語(yǔ)學(xué)者翻譯成中文，后又被翻譯回英文。然后，我們給出了英文和中文版本，以問(wèn)卷的形式給與另一位華裔學(xué)者進(jìn)行交流，用以檢查該版本是否是準(zhǔn)確的中文版。根據(jù)反應(yīng)的強(qiáng)度分為1（強(qiáng)烈反應(yīng)）到5（非常贊同）。員工根據(jù)他們所從事的工作而做出決定。</p><p><b>　　結(jié)論

78、</b></p><p>　　我們的研究在許多方面有助于人力資源管理和心理契約研究。研究結(jié)果表明，以承諾為基礎(chǔ)的人力資源系統(tǒng)與角色中行為和組織員工行為有顯著的正相關(guān)作用，同時(shí)增加了我們對(duì)人力資源系統(tǒng)和角色行為關(guān)系的理解。研究結(jié)果還進(jìn)一步表明，關(guān)系型心理契約對(duì)于以承諾為基礎(chǔ)的人力資源系統(tǒng)和角色行為的調(diào)節(jié)作用。換言之，當(dāng)一個(gè)企業(yè)采用以承諾為基礎(chǔ)的人力資源系統(tǒng)去影響自己的員工，這些知識(shí)型員工可能會(huì)認(rèn)為他們擁