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

1、<p><b>　　中文4250字</b></p><p>　　本科畢業(yè)論文（設(shè)計(jì)）</p><p><b>　　外文翻譯</b></p><p>　　外文出處 Bus Psychol，2009（24）：P215-223 </

2、p><p>　　外文作者 Michael S.Chien </p><p><b>　　原文：</b></p><p>　　The Mediating Effects of Psychological Contracts on the Relationship Bet

3、ween Human ResourceSystemsand Role Behaviors: A Multilevel Analysis</p><p>　　Michael S.Chien</p><p>　　Human Resource (HR) systems create and support employment relationships . One way to operati

4、onalize an employment relationship is to assess an employee’s psychological contract or ‘‘individual beliefs, shaped by the organization, regarding the terms of an exchange agreement between individuals and their organiz

5、ations’’. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.</p><p>　　Furthermore, psychological contracts represent employees’ beliefs about mutual employment ob

6、ligations.Employees tend to perform what they believe, that is,according to their psychological contracts. Thus, psychological contracts are positively related to employees’ role behaviors, turnover intentions, commitmen

7、t, and trust . In other words, psychological contracts are not only formulated by HR systems but also influence employee behaviors. Consequently, psychological contracts can be viewed as t</p><p>　　In the pa

8、st decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the violation of psychological contracts by employers. For exampl

9、e, Robinson et al. 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 development. Based on

10、these findings, Robinson and Morrison further propo</p><p>　　Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and rol

11、e 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 facil

12、itate employees’ role behaviors (e.g.by offering them specific inducements). Subsequently, we provide a brief review of psychological </p><p>　　Initially, a psychological contract was defined as an implicit,

13、 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 between an employee and his/her employer. It did not acquir

14、e construct status until the seminal work of Rousseau in the 1990s. According to Rousseau, a psychological contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement betwe<

15、;/p><p>　　In accordance with MacNeil’s typology of promissory contracts, Rousseau also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ frame

16、work, transactional and relational psychological contracts differ on the following five characteristics: focus, time frame, stability, scope, and tangibility. Specifically,transactional contracts focus on economic terms,

17、 have a specific duration, are static, narrow in scope, and are easily observabl</p><p>　　In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges of speci

18、fied performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only the existence of these two different t

19、ypes of psychological contracts, but also the movement between them. For example, Robinson et al. found that as contracts become less relational, employees perceiv</p><p>　　According to Arthur , HR systems c

20、an 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 improve

21、ment and direct labor cost reduction. 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

22、 will work hard to accompl</p><p>　　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 organiza

23、tion offers these inducements, employees will perceive the organization’s commitment to stable,long-term employment as well as support for the well- being and interests of themselves and their families. These perceptions

24、 will shape employees’ relational psychological contracts which are simultaneously focused on economic and so</p><p>　　Hypothesis 1 ：Commitment-based HR systems will positively relate to relational psycholog

25、ical contracts. </p><p>　　In contrast, when an organization applies a low commitment-based HR system, such as narrowly defined jobs, limited training efforts, relatively limited benefits, and lower wages, em

26、ployees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’ transactional psychological contracts, which primarily focus up

27、on the economic aspects of their short-term reciprocal exchange agreement with the organization. Ac</p><p>　　Hypothesis 2：Commitment-based HR systems will negatively relate to transactional psychological con

28、tracts. </p><p>　　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 e

29、xchange relationships. Based on the organization’s 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

30、 other words, employees’ perceptions regarding the exchange agreement between themselves an</p><p>　　Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the rep

31、etitive 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 perfor

32、ming the duties and responsibilities of an assigned work role. Since they are required for the work role, employers adopt formal reward systems which provide financial and ot</p><p>　　The exchange of financi

33、al and tangible inducements is a key feature of economic exchange and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange

34、. 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 organizations. Since both rela

35、tional and transactional psychologica</p><p>　　Hypothesis 3：Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.

36、</p><p>　　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 requi

37、red 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 involvement, commitment, and support, with the

38、 organization.Since commitment-based HR systems are labeled ‘‘commitment maximizers</p><p>　　The reciprocation of these positive experiences is a kind of social exchange. In other words, to elicit employees’

39、 OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship, the

40、y are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between co</p><p>　　Hypothesis 4 ：Relational psycho

41、logical contracts will mediate the relationship between commitment-based HR systems and OCBs. </p><p>　　Our study contributes to both the human resource management and psychological contract literature in a

42、number of ways. Research results indicated that commitmentbased HR systems would be significantly and positively associated with their in-role behaviors and OCBs, adding to our understanding of the relationship between H

43、R systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behavio</p><p>　　Our results also ind

44、icated that commitment-based HR systems could positively influence knowledge workers’ relational psychological contracts and, in contrast, negatively influence their transactional psychological contracts. This finding co

45、ntributes to our understanding of the influences of commitment-based HR systems on employees’ beliefs concerning their own employment. Finally, we found that only relational psychological contracts were positively associ

46、ated with in-role and extra-role behavio</p><p>　　The results did not support our hypothesis that transactional psychological contracts mediated the relationship between commitment-based HR systems and in-ro

47、le 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 transactio

48、nal psychological contracts and the correlation between the relational psychological contracts and in-role behaviors was hi</p><p>　　Furthermore, the failure of finding the significant mediating effect of tr

49、ansactional 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 psy

50、chological contracts, and in-role behaviors. More specifically, organizations need different types of HR systems to form knowledge workers’ transactional psychological contracts and then to influence their </p>&l

51、t;p>　　Our cross-sectional research design limits the extent to which cause-effect relations can be inferred from our findings. For example, it is intuitively plausible that organizations that adopt a commitment-based

52、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 prediction of past OCBs. Future resea

53、rch that employs a longitudinal research design would be better suite</p><p>　　From a practical perspective, our findings suggest that commitment-based HR systems elicit a wide range of knowledge workers’ be

54、haviors that are beneficial to the goals of the firms. More specifically, employers could adopt more extensive and general skills training, as well as higher salaries and more extensive benefits or sponsor career develop

55、ment; and mentoring programs to encourage employees to perform in-role and extra-role behaviors. Since knowledge workers are treated as a core component</p><p>　　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</p><p&g

56、t;　　Michael S.Chien</p><p>　　人力資源系統(tǒng)創(chuàng)建并支撐了雇傭關(guān)系，運(yùn)行雇傭關(guān)系的方法之一是評估員工的心理契約或個(gè)人信仰，這種心理契約或者個(gè)人信仰是通過組織這一載體實(shí)現(xiàn)的，是關(guān)于員工及其組織之間交換關(guān)系及相互責(zé)任的一項(xiàng)條款。因此,心理契約可以視為從人力資源系統(tǒng)出發(fā)，引發(fā)員工信仰的直接誘因。</p><p>　　此外,心理契約代表著員工在雇傭關(guān)系中基于共同義務(wù)的一種

57、信仰，員工趨于執(zhí)行他們所信賴的，員工執(zhí)行的依據(jù)是他們的心理契約；換句話說，心理契約和員工角色行為，人員流失程度，忠誠度以及信任度都是正相關(guān)的。人力資源系統(tǒng)的制定不僅影響了心理契約的形成，也影響了員工行為。因此,心理契約可以視為人力資源系統(tǒng)和員工行為之間的聯(lián)系機(jī)制。</p><p>　　過去的10年里, 大多數(shù)心理契約的研究致力于識別心理契約的結(jié)構(gòu)內(nèi)涵、雇主履行心理契約所帶來的正面效果及違反心理契約所帶來的負(fù)面影響

58、。例如：羅賓遜等學(xué)者通過研究發(fā)現(xiàn)心理契約的構(gòu)成因素包含了對高收入的期望；高收入是基于當(dāng)前績效水平、培訓(xùn)層次、長期工作條件的安全程度、職業(yè)生涯規(guī)劃等因素的。基于這項(xiàng)研究，羅賓遜等學(xué)者進(jìn)一步發(fā)現(xiàn)當(dāng)雇主違反這些因素，即員工期望被打破，此時(shí)員工便不樂意從事遵守職業(yè)道德規(guī)范的工作。對這些研究加以總結(jié)可以發(fā)現(xiàn)，違反心理契約會導(dǎo)致員工的負(fù)面行為；相反地，遵守和履行心理契約會對員工的行為產(chǎn)生積極的影響。然而，至今為止還沒有實(shí)證研究能夠證實(shí)心理契約是連接

59、人力資源系統(tǒng)和員工行為的載體。</p><p>　　本研究的目的是通過實(shí)證分析來明確心理契約是一種連接人力資源系統(tǒng)和員工行為的中介機(jī)制。基于這些觀點(diǎn)，人力資源從業(yè)人員將會對如何促進(jìn)員工的角色行為獲得一個(gè)更好的理解(例如,通過提供特定的誘惑)。隨后,我們回顧了心理契約的研究，討論人力資源系統(tǒng)和心理契約之間的關(guān)系，提出了心理契約可以作為連接人力資源系統(tǒng)和員工行為的中介機(jī)制這一理論。人力資源系統(tǒng)被看作是影響組織績效的一

60、種水平變量，而心理契約和角色行為都被看作是影響員工個(gè)人績效的水平變量，因此，人力資源系統(tǒng)同這些變量間的關(guān)系都應(yīng)該被綜合考慮，也應(yīng)該被充分驗(yàn)證。</p><p>　　最初，心理契約被定義為一張隱性的規(guī)范，代表著雇傭雙方權(quán)利義務(wù)標(biāo)準(zhǔn)的非書面協(xié)議，它被看做是一種框架，這種框架關(guān)系是指員工和組織之間交換關(guān)系和相互責(zé)任的隱含表述。心理契約是基于員工個(gè)人信仰，是促進(jìn)組織和員工之間相互交換關(guān)系的形成、并對實(shí)現(xiàn)二者互惠互利的相關(guān)

61、條款加以說明的一種無形契約。此外，心理契約包含了不同種類的“精神”模式，這種“精神”模式代表了員工所考慮的工作環(huán)境中應(yīng)遵守的相互義務(wù)。</p><p>　　盧梭將心理契約劃分為兩種類型：交易型心理契約和關(guān)系型心理契約。交易型和關(guān)系型心理契約在以下五個(gè)方面是存在差異的：側(cè)重點(diǎn)、時(shí)間框架、穩(wěn)定程度、范圍和顯示。具體地說,交易型心理契約把注意力集中在經(jīng)濟(jì)條件,有一個(gè)具體的時(shí)間，是靜態(tài)的，范圍比較狹窄，比較容易觀察得到。

62、關(guān)系型心理契約同時(shí)關(guān)注經(jīng)濟(jì)和社會情感屬性兩個(gè)層面,有一定的不確定性，時(shí)間持續(xù),都是動態(tài)的,遍布范圍比較廣泛，探討的是主觀的理解。</p><p>　　總的來說：交易型心理契約指的是基于雇傭關(guān)系的協(xié)議，是組織和員工在短期交換下具體規(guī)定的執(zhí)行條款；而關(guān)系型心理契約指的是組織和員工基于長期交換的協(xié)議，它不包含具體的執(zhí)行條款。實(shí)證研究不僅證明了這兩種心理契約的存在，也同時(shí)說明了二者是此消彼長的關(guān)系，羅賓遜等學(xué)者通過研究發(fā)

63、現(xiàn)，當(dāng)組織中的心理契約更少地呈現(xiàn)出關(guān)系型時(shí)，員工明顯地感覺到他們的雇傭協(xié)議本能地傾向于交易型心理契約。</p><p>　　人力資源系統(tǒng)可以被劃分為“控制”或者“承諾”系統(tǒng)?？刂菩腿肆Y源系統(tǒng)通過強(qiáng)迫員工對具體規(guī)則和程序的服從，以及給予員工以結(jié)果為導(dǎo)向的報(bào)酬來提高效率，降低勞動力成本，實(shí)現(xiàn)最終目標(biāo)。相比之下，基于承諾的人力資源系統(tǒng)旨在通過發(fā)展 “承諾型”員工來提高績效水平和勞動生產(chǎn)率，承諾型員工認(rèn)同組織的目標(biāo)，并

64、為實(shí)現(xiàn)組織的目標(biāo)而努力工作。盡管很多學(xué)者提出了不同種類的人力資源系統(tǒng)理論，然而基于承諾導(dǎo)向的人力資源系統(tǒng)理論始終是這一理論體系中最廣泛的應(yīng)用模式。</p><p>　　基于承諾導(dǎo)向的人力資源系統(tǒng)更加寬泛地定義了工作，包括一般技能培訓(xùn)和特殊技能培訓(xùn)，還包含了更高的工資和更加廣泛的福利形式。當(dāng)一個(gè)組織提供了上述誘因，員工便能夠感覺到組織的承諾是長期穩(wěn)定的，能夠給他們帶來幸福感，并能使他們的家人受益，這一理念會形成員工

65、的關(guān)系型心理契約，關(guān)系型心理契約同時(shí)關(guān)注經(jīng)濟(jì)和社會情感兩個(gè)屬性，表現(xiàn)為組織同員工進(jìn)行的開放式的交換關(guān)系，這樣，基于承諾導(dǎo)向的人力資源系統(tǒng)便會對關(guān)系型心理契約產(chǎn)生一個(gè)積極的影響。</p><p>　　假設(shè)一：基于承諾導(dǎo)向的人力資源系統(tǒng)和交易型心理契約是負(fù)相關(guān)的。</p><p>　　相反地，如果組織給員工提供了一個(gè)低承諾導(dǎo)向的人力資源系統(tǒng)，對工作的定義比較狹窄，培訓(xùn)受限，相對有限的福利，更低

66、的薪資水平，員工將會感覺到組織給他們提供的培訓(xùn)機(jī)會很少，職業(yè)生涯規(guī)劃很不完善，這一理念將會形成員工的交易型心理契約，關(guān)系型心理契約主要關(guān)注員工和組織短期互惠交換的經(jīng)濟(jì)屬性。</p><p>　　假設(shè)二：基于承諾導(dǎo)向的人力資源系統(tǒng)與交易型心理契約是負(fù)相關(guān)的。</p><p>　　組織及其員工可以被看作是社會交換關(guān)系中的兩個(gè)角色。員工的角色行為是基于組織的活動而定的，例如：在人力資源系統(tǒng)下員工

67、會產(chǎn)生自己的認(rèn)知，這一認(rèn)知會幫助他們確定和其組織相一致的角色行為。員工和組織基于相互交換協(xié)議的認(rèn)知能夠調(diào)解人力資源系統(tǒng)和員工角色行為之間的關(guān)系。</p><p>　　角色行為是指個(gè)人一連串的行為也會受到社會團(tuán)體中重復(fù)同樣活動的其他人的影響，這是一種可預(yù)測的結(jié)果。有兩種類型的角色行為：內(nèi)部角色行為和外部角色行為。內(nèi)部角色行為是指一項(xiàng)指定的工作角色中包含的特定執(zhí)行權(quán)限和義務(wù)范圍之內(nèi)的行為。針對他們所要求的工作角色，組

68、織制定了正式的獎(jiǎng)勵(lì)制度，這種獎(jiǎng)勵(lì)制度提供了貨幣支付或者其他非貨幣支付的形式，用一些有形的誘因來換取員工的內(nèi)部角色行為。</p><p>　　基于貨幣形式的有形交換是經(jīng)濟(jì)交換關(guān)系的一個(gè)關(guān)鍵特征，基于承諾導(dǎo)向的的人力資源系統(tǒng)和員工的內(nèi)部角色行為互換能夠被看做是同種經(jīng)濟(jì)關(guān)系的交換。基于承諾導(dǎo)向的人力資源系統(tǒng)引起了員工的內(nèi)部角色行為，內(nèi)部角色行為這一理念的形成是依靠組織及其員工之間交換關(guān)系達(dá)成一致的各種經(jīng)濟(jì)屬性來實(shí)現(xiàn)的。

69、關(guān)系型心理契約和交易型心理契約都關(guān)注了經(jīng)濟(jì)屬性下的交換關(guān)系，為了獲取承諾導(dǎo)向的人力資源系統(tǒng)下的更高工資，更廣泛的福利形式，交易型心理契約和關(guān)系型心理契約員工都樂于去執(zhí)行內(nèi)部角色行為。因此，關(guān)系型心理契約和交易型心理契約都能實(shí)現(xiàn)以承諾為導(dǎo)向的人力資源系統(tǒng)和內(nèi)部角色行為之間的調(diào)節(jié)作用。</p><p>　　假設(shè)三：關(guān)系型心理契約和交易型心理契約都能實(shí)現(xiàn)以承諾為導(dǎo)向的人力資源系統(tǒng)和內(nèi)部角色行為之間的調(diào)節(jié)作用。</

70、p><p>　　和內(nèi)部角色行為相對的是外部角色行為，如組織公民行為，是那些從組織中獲益，并被期望有更好的表現(xiàn)，即超越即期角色的行為。組織公民行為并不要求有固定的工作角色，組織也沒有制定正式的獎(jiǎng)勵(lì)方式?；谶@個(gè)原因，員工只有在體驗(yàn)了一些積極的經(jīng)歷，如親身參與了組織的經(jīng)營管理活動，組織給予了良好的承諾，受到組織的支持和鼓舞時(shí)才會通過執(zhí)行組織公民行為來回報(bào)組織，因?yàn)榛诔兄Z導(dǎo)向的人力資源系統(tǒng)是被標(biāo)識的“最大程度化的承諾”系

71、統(tǒng)，通過為員工提供積極的體驗(yàn)，一定程度上促進(jìn)了員工的組織公民行為。</p><p>　　這種積極體驗(yàn)的交換關(guān)系是社會交換關(guān)系的一種形式。引發(fā)員工的組織公民行為、社會情感歸屬必須回到組織和員工的交換關(guān)系，交易型心理契約沒有對交換關(guān)系中的社會情感屬性進(jìn)行關(guān)注，它就不能調(diào)解人力資源系統(tǒng)和組織公民行為的關(guān)系。所以，關(guān)系型心理契約而非交易型心理契約成為調(diào)解基于承諾導(dǎo)向的人力資源系統(tǒng)和組織公民行為關(guān)系的載體。</p&g

72、t;<p>　　假設(shè)四：關(guān)系型心理契約而非交易型心理契約成為調(diào)解基于承諾導(dǎo)向的人力資源系統(tǒng)和組織公民行為關(guān)系的載體。</p><p>　　基于承諾導(dǎo)向的人力資源系統(tǒng)很大程度上將會影響員工的內(nèi)部角色行為及組織公民行為，加深我們對于人力資源系統(tǒng)和角色行為關(guān)系之間的理解。關(guān)系型心理契約是調(diào)解基于承諾導(dǎo)向的人力資源系統(tǒng)和角色行為關(guān)系的載體。當(dāng)一個(gè)企業(yè)考慮對其知識型員工進(jìn)行基于承諾導(dǎo)向的人力資源系統(tǒng)管理時(shí)，員

73、工感覺到他們和組織之間開放式的雇傭關(guān)系是基于彼此的信任，在這種情況下，員工樂于執(zhí)行高水平的內(nèi)部角色行為和組織公民行為。所以，心理契約被視為連接人力資源系統(tǒng)和員工角色行為的最好機(jī)制，同時(shí)也為基于承諾導(dǎo)向的人力資源系統(tǒng)是如何影響員工的角色行為提供了可能解釋。</p><p>　　基于承諾導(dǎo)向的人力資源系統(tǒng)能夠積極影響知識型員工的關(guān)系型心理契約，而對知識型員工的交易型心理契約產(chǎn)生負(fù)面影響，這一研究有助于我們理解基于員工

74、導(dǎo)向的人力資源系統(tǒng)是如何影響員工信仰的，這一信仰是員工在考慮自己的職業(yè)需要時(shí)產(chǎn)生的信仰。關(guān)系型心理契約和內(nèi)部及外部角色行為都是正相關(guān)的。</p><p>　　交易型心理契約不能夠調(diào)解基于承諾導(dǎo)向的人力資源系統(tǒng)和內(nèi)部角色行為的關(guān)系。這是由于交易型心理契約和內(nèi)部行為角色重要關(guān)系的缺失。關(guān)系型心理契約和交易型心理契約是高度相關(guān)的，并且關(guān)系型心理契約同內(nèi)部角色行為之間的相關(guān)程度高于交易型心理契約同內(nèi)部角色行為之間的關(guān)聯(lián)程

75、度，所以交易型心理契約同內(nèi)部角色行為之間的關(guān)系就被關(guān)系型心理契約所抑制了。此外，基于承諾導(dǎo)向的人力資源系統(tǒng)和內(nèi)部角色行為之間的密切聯(lián)系是高于交易型心理契約和內(nèi)部角色行為之間的關(guān)聯(lián)程度的，這一原因可能成為交易型心理契約不能調(diào)解基于承諾導(dǎo)向的人力資源系統(tǒng)和合內(nèi)部角色行為關(guān)系的又一原因。</p><p>　　人力資源結(jié)構(gòu)將員工劃分為四種類型，即知識導(dǎo)向的員工，工作導(dǎo)向的員工、契約關(guān)系的員工以及戰(zhàn)略伙伴關(guān)系的員工，為了更

76、加有效地管理這些員工，有學(xué)者進(jìn)一步分析了與之相關(guān)的四種人力資源結(jié)構(gòu)：承諾導(dǎo)向的人力資源結(jié)構(gòu)、任務(wù)導(dǎo)向的人力資源結(jié)構(gòu)、服從導(dǎo)向的人力資源結(jié)構(gòu)、合作導(dǎo)向的人力資源結(jié)構(gòu)。關(guān)系型心理契約是連接基于承諾導(dǎo)向的人力資源系統(tǒng)和知識型員工的角色行為關(guān)系的載體，交易型心理契約是連接其他形式的雇傭關(guān)系和人力資源結(jié)構(gòu)的載體。相應(yīng)地,我們認(rèn)為,未來的研究方向應(yīng)該是在不同類型的就業(yè)模式和人力資源系統(tǒng)下的心理契約。</p><p>　　基于