High‐commitment HRM, organizational engagement, and deviant workplace behaviors: The moderating role of person‐organization fit
研究高承诺人力资源管理如何通过组织投入影响职场偏差行为，发现人组织匹配低时这种间接效应更显著，对管理者设计人力资源实践有参考价值。
Abstract This study examines the relationship between perceptions of high‐commitment HRM, person‐organization (P‐O) fit, organizational engagement, and deviant workplace behaviors. Drawing on social exchange theory (SET) and P‐O fit theory, a mediated moderation model is proposed in which P‐O fit moderates the relationship between high‐commitment HRM and organizational engagement, which, in turn, relates to deviant behaviors. Using two multilevel multisource datasets, from a shipping management company (Study 1) and an international seaport (Study 2), the results of generalized multilevel structural equation modeling (GSEM) revealed that the relationship between high‐commitment HRM and deviant behaviors was mediated by organizational engagement. Furthermore, a significant indirect relationship was found from high‐commitment HRM perceptions to deviant behaviors through organizational engagement for low, but not for high, P‐O fit. Theoretical and practical implications are discussed.