Development or maintenance? Dual‐oriented human resource system, employee achievement motivation, and work well‐being
基于人-组织匹配理论，研究发展导向与维持导向两种人力资源实践如何在不同员工成就动机水平下影响工作幸福感，发现工作意义起中介作用。
Abstract Drawing on the person–organization fit theory, this study elaborates a dual‐oriented human resource (HR) system and explores when and how two HR bundles (development vs. maintenance) influence work well‐being. The results of the confirmatory factor analysis with a sample of 1,946 supervisors from a Chinese high‐tech firm show that the dual‐oriented HR model fits the data better than a holistic HR system. In another study with a multilevel sample of 64 corporate branches and 434 employees, the findings confirm the proposed joint effect of the dual‐oriented HR system and achievement motivation on well‐being. Specifically, development‐oriented HR practices are more positively related to work well‐being only when individual achievement motivation is high; by contrast, maintenance‐oriented HR practices are more positively related to work well‐being only when individual achievement motivation is low. Work meaning mediates these effects. These findings provide guidance on the effective design of HR practices.