AresearchontherelationshipsbetweenhighperformanceworksystemsandPro-SocialRuleBreakingAbstract:Conventionalwisdomholdsthatviolationsoftheorganization’sformalrulesareoftenconsideredtobeduetoemployees’angerorself-interestordisapprovaloforganizationalgoals.However,contrarytotheperceptionofemployeesasself-interested,existingliteraturesuggeststhatemployeesmaybeconstructiveintheirmotivationformakingirregularities,suchasprovidingbetterservicestocustomers,improvingtheirworkefficiency,andhelpingcolleaguestobemoreefficient.Thestartingpointforthemtomakesuchbehavioristomaximizeorganizationalinterests,havinglittleornobenefittothemselvesevenmayhavecertainrisks(suchasorganizationalpunishment,orworseperformanceappraisalresults).Therefore,foremployees,pro-socialrule-breakingbehavior(PSRB)areactuallyakindofethicaldilemma:Undercertaincircumstances,isittobreakorganizationalrulesinordertomaximizeorganizationalinterests,ortofollowestablishedorganizationalrulesandregulationsinordertoavoidpunishment?Thedecisionofwhetherornottorewardemployeeswhobreakorganizationalrulestosatisfycustomersorimproveorganizationalperformanceisadifficultproblemforbusinessmanagers.Atthesametime,itisnecessaryforresearcherstoexplorethemechanismofemployees'PSRBatthetheoreticallevel.Basedonsocialexchangetheory,usingasampleof543Chineseworkers,thisstudyexaminestheeffectofperceivedHighPerformanceWorkSystems(HPWS)onPSRB.Theresultsindicatethat:(1)Employees'perceptionsofHPWSarepositivelyrelatedtoemployees'PSRB;(2)Therelationshipbetweenemployees'perceptionsofHPWSandPSRBwaspartiallymoderatedbyemployees'perceivedorganizationalsupport(POS);(3)anorganization'sinstrumentalethicalclimateandcaringethicalclimatepositivelymoderatetherelationshipbetweenPOSandPSRB,aswellastheindirecteffectofHPWSonPSRBthroughPOS;(4)anorganization'srulesethicalclimatenegativelymoderatestherelationshipbetweenPOSandPSRB,aswellastheindirecteffectofHPWSonPSRBthroughPOS.ThisresearchdescribesthemechanismthroughwhichperceivedHPWSinfluencePSRB,aswellasboundaryconditionsinfluencingthisrelationship.GuidanceisalsoprovidedtomanagersregardingtheimplementationofHPWS.Thisthesiscontains12charts,32tables,139references.Keywords:perceivedhighperformanceworksystems;perceivedorganizationalsupport;pro-socialrule-breakingbehavior;organizationalethicalclimate第一章绪论1.1研究背景与意义在动态环境下，组织规章制度的僵硬性和员工审时度势的灵活反应性间的冲突使得维稳的组织规章制度阻碍了组织的灵活发展（徐世勇，朱金强，2017）。在这种情况下，规则违背行为（如积极性偏差行为或建设性越轨行为）在某种程度上能够促使组织管理者重新审视现有规章制度和规则的适用性和有效性（何立，李锐，凌文辁，2013），因而，为提高自身工作效率和、组织效率或维护利益相关者利益而违背组织既定规章制度、规则的员工行为就显得十分重要。Morrison（2006）将员工这种有意打破组织政策、规则或禁令，以提高组织或利益相关者利益的行为明确定义为“亲社会性违规行为”（Pro-SocialRuleBreakingBehaviour，PSRB），属于工作场所中积极性偏差行为的一种。在现今的工作场所中，亲社会性违规现象数见不鲜。比如，某药房的工作人员明知规则不允许，仍在上下班途中为行动不便的顾客送药；又如某销售人员为满足重要客户的紧急需求，与客户签订了未经上级领导签字的销售合同，如此不仅维系了重要客户，而且避免了给组织带来的经济损失的可能性（何燕珍，张瑞，2016）。亲社会性违规行为作为一种重要的员工积极性偏差行为，近年来逐渐受到研究学者关注（Chen，Chen，&Sheldon，2016）。在亲社会性违规...
