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首页> 外文期刊>Journal of organizational behavior >Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations: A cross-level investigation
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Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations: A cross-level investigation

机译：工作投入，可感知的组织支持，高效的人力资源实践和文化价值取向：跨层次调查

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Drawing on social exchange theory, we developed and tested a cross-level model of organizational-level predictors of job engagement. Specifically, we examined the impact of high-performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high-performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in-role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work-related outcomes are enhanced owing to high-performance HR practices. Copyright (c) 2015 John Wiley & Sons, Ltd.
机译：利用社会交换理论，我们开发并测试了组织层次的工作参与预测因子的跨层次模型。具体来说，我们研究了高性能人力资源（HR）做法对员工敬业度和工作成果的影响。根据来自130家公司的605名员工，他们的直接主管和HR经理的样本，我们的结果表明，高效的HR做法与工作投入直接相关，并通过员工的组织支持间接相关。反过来，工作投入与角色绩效成正相关，与辞职意愿成负相关。人们发现文化是关键的背景因素，因为我们的研究结果还表明，当集体主义高和权力距离导向低时，人力资源实践与组织支持感之间的关系就更强。总体而言，研究结果为高效的人力资源实践提高了与员工工作相关的结果的过程和条件提供了新的思路。版权所有（c）2015 John Wiley＆Sons，Ltd.

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