外文翻譯基于人力資源系統(tǒng)和角色行為的關(guān)系型心理契約的中介效果

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1、外文翻譯--基于人力資源系統(tǒng)和角色行為的關(guān)系型心理契約的中介效果 本科畢業(yè)論文設(shè)計 外文翻譯 外文出處 Bus Psychol200924P215-223 外文作者 Michael SChien 原文 The Mediating Effects of Psychological Contracts on the Relationship Between Huma

2、n ResourceSystemsand Role Behaviors A Multilevel Analysis Michael SChien Human Resource HR systems create and support employment relationships One way to operationalize an employment relationship is to assess an employees psychological contract or individual beliefs shaped by the organization r

3、egarding the terms of an exchange agreement between individuals and their organizations Thus psychological contracts can be treated as employees beliefs stemming from the HR system Furthermore psychological contracts represent employees beliefs about mutual employment obligationsEmployees tend to p

4、erform what they believe that isaccording to their psychological contracts Thus psychological contracts are positively related to employees role behaviors turnover intentions commitment and trust In other words psychological contracts are not only formulated by HR systems but also influence employe

5、e behaviors Consequently psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors In the past decade most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the v

6、iolation of psychological contracts by employers For example Robinson et al found that the components of psychological contracts included expectations of high paypay based on the current level of performance training long-term job security and career development Based on these findings Robinson and

7、Morrison further proposed that employees are less likely to engage in civic virtue behavior when these expectations were violated In summary researchers have confirmed that violated psychological contracts negatively influence employees role behaviors while fulfilled psychological contracts have pos

8、itive influences However no studies have empirically examined psychological contracts as a linking mechanism between HR systems and employee behaviors Accordingly the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role

9、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 understanding of how to facilitate employees role behaviors com offering them specific inducements Subsequently w

10、e provide a brief review of psychological contract research discuss relationships between HR systems and psychological contracts and propose psychological contracts as mediators of the HR system–employee behavior relationship HR systems are considered as an organizational level variable whereas psyc

11、hological contracts and role behaviors are both considered as individual level variables Thus relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly Initially a psychological contract was defined as an implicit unwritten agreemen

12、t between parties to respect each others norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and hisher employer It did not acquire construct status until the seminal work of Rousseau in the 1990s According to Rousseau a psychologic

13、al contract is an individuals belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers Furthermore psychological contracts include different kinds of mental models or schemas which employees hold concerning reciprocal obligations in the workplace

14、 In accordance with MacNeils typology of promissory contracts Rousseau also categorized psychological contracts into two types transactional and relational Based on Rousseau and McLean Parks framework transactional and relational psychological contracts differ on the following five characteristics f

15、ocus time frame stability scope and tangibility Specificallytransactional contracts focus on economic terms have a specific duration are static narrow in scope and are easily observable Relational contracts simultaneously focus on both economic and socio-emotional terms have an indefinite duration a

16、re dynamic pervasive in scope and are subjectively understood In summary transactional psychological contracts refer to employment arrangements with short-term exchanges of specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-spec

17、ified performance terms Empirical evidence supports not only the existence of these two different types of psychological contracts but also the movement between them For example Robinson et al found that as contracts become less relational employees perceived their employment arrangements to be more

18、 transactional in nature According to Arthur HR systems can be classified as control or commitment systems Control HR systems rely on enforcing employee compliance with specified rules and procedures and outcome-based rewards to achieve the goals of efficiency improvement and direct labor cost re

19、duction In contrast commitment-based HR systems aim to increase effectiveness and productivity by developing committed employees who can identify with the goals of the organization and who will work hard to accomplish those goals Even though researchers have proposed different clusters of HR systems

20、 commitment-based HR systems probably remain the most extensively applied Commitment-based HR systems have broadly defined jobs more extensive and general skills training as well as higher salaries and more extensive benefits When an organization offers these inducements employees will perceive th

21、e organizations commitment to stablelong-term employment as well as support for the well- being and interests of themselves and their families These perceptions will shape employees relational psychological contracts which are simultaneously focused on economic and socio-emotional terms in their ope

22、n-ended exchange relationships with the employer Thus commitment-based HR systems are expected to have a positive influence on relational psychological contracts Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts In contrast when an organization

23、 applies a low commitment-based HR system such as narrowly defined jobs limited training efforts relatively limited benefits and lower wages employees will perceive that the organization has committed to offer them little to no training or career development These perceptions will shape employees tr

24、ansactional psychological contracts which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization Accordingly we hypothesize that commitment- based HR systems will negatively relate to transactional psychological contracts Hypothesis 2Commi

25、tment-based HR systems will negatively relate to transactional psychological contracts The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors Organizations and their employees can be considered as the parties in the social exchange relationships

26、Based on the organizations actions such as HR systems employees will 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 andtheir organization

27、s mediate the relationships between HR systems and employees role behaviors Consequentlypsychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors Role behavior refers to the recurring actions of an individual appropriately inter-correl

28、ated with the repetitive activities of others to yield a predictable outcome There are two types of role behaviors inrole and extra-role behavior In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role Since

29、 they are required for the work role employers adopt formal reward systems which provide financial and other non-financial but tangible inducements in exchange for employees in-role behaviors The exchange of financial and tangible inducements is a key feature of economic exchange and thus the exch

30、ange relationships between commitment-based HR systems and employees in-role behaviors could be treated as 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

31、themselves and their organizations Since both relational and transactional psychological contracts focus on economic terms of exchange relationships employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more e

32、xtensive benefits in commitment-based HR systems Accordingly we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors Hypothesis 3Both relational and transactional psychological contract

33、s will mediate the relationships between commitment-based HR systems and in-role behaviors In contrast extra-role behaviors such as organizational citizenship behaviors OCB are those behaviors that benefit the organization and go beyond existing role expectations OCBs are not required for the wor

34、k role and employers do not formally reward them For this reason employees perform OCBs to reciprocate only when they have had positive experiencessuch as involvement commitment and support with the organizationSince commitment-based HR systems are labeled commitment imizers they are likely to facil

35、itate employees OCBs by offering those positive experiences The reciprocation of these positive experiences is a kind of social exchange In other words to elicit employees OCBs socio-emotional terms need to be in the exchange agreement between employees and their organizations Since transactional

36、psychological contracts do not focus on socio-emotional terms of exchange relationship they are not expected to mediate the HR system–OCBs relationship Accordingly we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs Hypothesi

37、s 4 Relational psychological contracts will mediate the relationship between commitment-based HR systems and OCBs Our study contributes to both the human resource management and psychological contract literature in a number of ways Research results indicated that commitmentbased HR systems would b

38、e significantly and positively associated with their in-role behaviors and 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 systems and

39、 role behaviors In other words when a firm adopts a commitmentbased HR system concerning its knowledge workers the knowledge workers might perceive that they have openended employment arrangements based upon mutual trust thereby are willing to perform higher level in-role behaviors and OCBs This fin

40、ding not only empirically supports Wright and Boswells contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers role behav

41、iors Our results also indicated that commitment-based HR systems could positively influence knowledge workers relational psychological contracts and in contrast negatively influence their transactional psychological contracts This finding contributes to our understanding of the influences of commi

42、tment-based HR systems on employees beliefs concerning their own employment Finally we found that only relational psychological contracts were positively associated with in-role and extra-role behaviors This finding not only contributes to our understanding of the impact of these contract forms on o

43、rganizationally relevant outcomes but is also beneficial for developing a deeper theoretical understanding of the nature of the psychological contracts The results did not support our hypothesis that transactional psychological contracts mediated the relationship between commitment-based HR system

44、s and in-role behaviors This was due to the absence of the significant relationship between transactional psychological contracts and in-role behaviors Since relational psychological contracts were highly correlated to transactional psychological contracts and the correlation between the relational

45、psychological contracts and in-role behaviors was higher than the correlation between transactional psychological contracts and in-role behaviors we doubt that the relationship between transactional psychological contracts and in-role behaviors might be suppressed by relational psychological contrac

46、ts In addition the stronger correlation between comment-based HR systems and in-role behaviors than the one between transactional psychological contracts and in-role behaviors might be another reason for the unsupported mediation effect of transactional psychological contracts Furthermore the failu

47、re of finding the significant mediating effect of transactional psychological contracts in the relationship between commitment-based HR systems and in-role behaviors revealed the necessary reconsideration of the linkage among commitment-based HR systems transactional psychological contracts and in-r

48、ole behaviors More specifically organizations need different types of HR systems to form knowledge workers transactional psychological contracts and then to influence their in-role behaviors For example based on the value and uniqueness of human capital Lepak and Snells HR architecture divided emplo

49、yees into four different types namely knowledge-based employment job-base demployment contract work and alliancepartnership In order to effectively and efficiently manage these employees Lepak and Snell further proposed four corresponding HR configurations commitment-based productivity-based complia

50、nce-based and collaborative-based Since our findings indicated that relational psychological contracts could link the relationship between commitment-based HR configurations and knowledge workers role behaviors transactional psychological contracts might link other types of employment relationships

51、and HR configurations Correspondingly we suggest that future research explore the linking mechanism of other types of psychological contracts under the different types of employment modes and HR systems Our cross-sectional research design limits the extent to which cause-effect relations can be inf

52、erred from our findings For example it is intuitively plausible that organizations that adopt a commitment-based HR system might enhance their knowledge workers OCBs However the cross-sectional design implies that we measured the commitment- based HR system after the OCBs period resulting in predict

53、ion of past OCBs Future research that employs a longitudinal research design would be better suited to addressing the causal and mediated effects examined in this study Lastly obtaining data from a single industry raisesquestions about the generalizability of our findings Accordingly we suggest that

54、 future research should obtain data from different industries in order to enhance external validity From a practical perspective our findings suggest that commitment-based HR systems elicit a wide range of knowledge workers behaviors that are beneficial to the goals of the firms More specifically e

55、mployers could adopt more extensive and general skills training as well as higher salaries and more extensive benefits or sponsor career development and mentoring programs to encourage employees to perform in-role and extra-role behaviors Since knowledge workers are treated as a core component of a

56、firms competitive advantages employers could achieve competitive advantages by adopting these practices when managing their knowledge workers節(jié)選譯文 基于人力資源系統(tǒng)和角色行為的關(guān)系型心理契約的中介效果 Michael SChien 人力資源系統(tǒng)評估員工的心理契約或個人信仰因此心理可視為從人力資源系統(tǒng)引發(fā)員工此外心理契約代表員工因此心理契約視為人力資源系統(tǒng)和員工行為之間的聯(lián)系機制過去的10年里 大多數(shù)心理契約的研究于識別羅賓遜的目的是實證分析系統(tǒng)基于這些觀點資源從業(yè)人員將如何促進員工的角色行為獲得一個更好的理解 例如通過提供特定的誘惑 隨后我們回顧心理契約的研究人力資源系統(tǒng)被看作是組織的一種水平變量而心理契約和角色行為都被的水平變量時間框架穩(wěn)定范圍和顯示具體地說把注意力集中在經(jīng)濟條件有一個具體的時間是靜態(tài)范圍同時關(guān)注經(jīng)濟和有一定的不確定性時間持續(xù)都是動態(tài)的遍布范圍探討主觀的理解相應(yīng)地我們認(rèn)為未來的研究不同類型的就業(yè)模式和人力資源系統(tǒng)