外文翻译---基于人力资源系统和角色行为的关系型心理契约的中介效果(编辑修改稿)

外文翻译---基于人力资源系统和角色行为的关系型心理契约的中介效果(编辑修改稿)内容摘要：

financial, but tangible inducements in exchange for employees’ inrole behaviors. The exchange of financial and tangible inducements is a key feature of economic exchange and, thus, the exchange relationships between mitmentbased HR systems and employees’ inrole behaviors could be treated as a kind of economic exchange. In other words, mitment based HR systems elicit employees’ inrole behaviors by shaping perceptions regarding the economic terms of the exchange agreement between 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 inrole behaviors in order to exchange those higher salaries and more extensive benefits in mitmentbased HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between mitmentbased HR systems and inrole behaviors. Hypothesis 3： Both relational and transactional psychological contracts will mediate the relationships between mitmentbased HR systems and inrole behaviors. In contrast, extrarole 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 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, mitment, and support, with the mitmentbased HR systems are labeled ‘‘mitment maximizers’’, they are likely to facilitate 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, socioemotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socioemotional 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 mitmentbased HR systems and OCBs. Hypothesis 4 ： Relational psychological contracts will mediate the relationship between mitmentbased 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 mitmentbased HR systems would be significantly and positively associated with their inrole 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 mitmentbased HR systems and role behaviors. In other words, when a firm adopts a mitmentbased 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 inrole behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s 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 mitmentbased HR system influences knowledge workers’ role behaviors. Our results also indicated that mitmentbased 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 mitmentbased HR systems on employees’ beliefs concerning their own employment. Finally, we found that only relational psychological contracts were positively associated with inrole and extrarole behaviors. This finding not only contributes to our understanding of the impact of these contract forms on organizationally relevant outes, but is also beneficial for developing a deeper theoretical understanding of the nature of the psychological contracts. The results did not support our hypo。