人力资源管理专业外文翻译--心理契约在人力资源与行为角色的中介作用:多层次的分析
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1、中文 3645 字, 2040 单词 ,12900 英文字符 外文翻译 原文: The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis 作者: Jin-feng Uen Michael S. Chien Yu-Fang Yen 起止页码: 215223 出版日期(期刊号): 2009 年 3 月 21 日 出版单位: Springer Science+Business
2、Media, LLC 2009 The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel Analysis Abstract Purpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between huma
3、n resource (HR) systems and role behavior. Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech rms. Findings Relational psychological contracts mediated the relationship between commitment-base
4、d HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not signicantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contract
5、s and negatively to transactional psychological contracts. Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers behaviors that are benecial to the goals of the rms. Furthermore ,our ndings also provide insight into, how HR systems potentially elicit emplo
6、yees role behaviors. Organizations could elicit employees in-role behaviors by providing nancial and other non-nancial, but tangible, inducements and facilitate employees extra-role behaviors by providing positive experiences, such as respect, commitment, and support. Originality/Value The study is
7、one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors. Introduction Human Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees beliefs stemming fr
8、om the HR system. Furthermore, psychological contracts represent employees beliefs about mutual employment 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,
9、turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also inuence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors. In the past decade, m
10、ost psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulllment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expect
11、ations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these ndings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In
12、 summary, researchers have conrmed that violated psychological contracts negatively inuence employees role behaviors while fullled psychological contracts have positive inuences. However, no studies have empirically examined psychological contracts as a linking mechanism between HR systems and emplo
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