The Effects Of The Commit-oriented And Market-oriented Human Resource Management Practice On Employee Performance: The Role Of Psychological Contract Of Different Generation

During the recent years, Human resource has been proved to be a key resource to the corporations' competitive advantage. Human resource, especially for those which are hard to imitate or cannot be replaced, is the main source of the organization's core competitiveness. In order to gain and also keep the core competiveness, the organization has to implement some differentiated management policies accordingly to make its human resource management a complete, hard to be imitated and replicated system as different human resources have their different value and uniqueness. And the generational difference is a very import factor that influence the value and uniqueness of employees. These difference can have some influence on the anticipation toward the job and organization of the employees from different generations as a result of the divergence of the social environment between these employees. Then, these employees will have different types of psychological contract, which however will affect the effect of the organizations' human resource practices. So, it becomes worthy to explore the ways to guide the differentiated staffs and to maximize their potentials.This research firstly explored the commit-oriented human resource practice and the market-oriented human resource practice on the employees and the influence of different psychological contracts on these effects. And the moderating effect of different psychological contract. Then, we tried to fine the difference of the psychological contract between the employees from different generations(the Consolidation generation which born between 1950 and 1965, the Cultural Revolution generation which born between 1966 and 1978, the Millennial generation which born after 1979). Under the guide of theoretical reasoning, we constructed the model and conducted a survey among employees from different industries in Guangdong, Henan and Hubei. Finally we got a 400 supervisor-subordinate matched sample. From the data analysis, we get the following conclusions.Firstly, while the commit-oriented human resource practice has a positive impact on the employees' in-role performance and organizational citizenship behaviors, market-oriented human resource practice is positively related with in-role performance and negatively related with organizational citizenship behavior.Secondly, transactional psychological contract has a significant positive moderation effect on the relationship between the market-oriented human resource practice and in-role performance and organizational citizenship behavior. Besides, the developmental psychological contract positively moderated the relation between the commit-oriented human resource practice and in-role performance.Thirdly, the three different generations have no difference in relational psychological contract. The transactional psychological contract of the Cultural Revolution generation and the Millennial generation is much higher than the Consolidation generation. However, the developmental psychological contract of Millennial generation is much higher than the Consolidation generation and the Consolidation generation.Fourthly, the Consolidation generation value more on the relational psychological contract, however the Cultural Revolution generation pay much more attention to transactional psychological contract and the Millennial generation is prone to the developmental psychological contract.