中文摘要：

对北京、上海、山东、辽宁等地39家企业的52名人力资源经理和253名员工进行配对问卷调查,用跨层次分析方法,考察了高绩效工作系统（HPWS）对员工心理契约破裂的影响及其作用机制。研究发现：组织实施的HPWS（O-HPWS）与员工心理契约破裂显著负相关,员工体验的HPWS（E-HPWS）在这一过程中起完全中介作用;互动公平氛围调节了O-HPWS与E-HPWS的关系,且进一步调节了上述中介作用。

英文摘要：

Over the past two decades, a large body of research investigated the effect of high performance work system （HPWS） on firm performance, employee attitude and behavior. At the same time, however, the prior research primarily focused on managerial reports of the implementation of HPWS at organizational level （here after called O-HPWS）, ignored the role of experienced HPWS by the employee （here after called E-HPWS）. Given the fact that employees were the actual receiver and practitioners of HR practices, only when HPWS had been understood accurately by employees, would it operate to elicit higher affective commitment and greater discretionary effort of employees, which in turn led to high firm performance. However, the role of E-HPWS has seldom been examined explicitly as a mediator between HPWS and psychological contract breach of employees; furthermore, relevant empirical research is scarce. Hence the research need for multilevel research to examine simultaneously the impact and influence of HPWS on employee＇s psychological contract breach from the perspectives of employee and organization, and it is particularly important if we want to accurately understand how and why HPWS does influence the employee＇s psychological contract breach, and we can then provide managers with actionable knowledge about how to use HR practices effectively to create and sustain high quality of employment relations. Additionally, according to the social information processing theory, employees use information collected from others in the work environment to guide their perceptions, attitudes, and behaviors. This research showed that the interactirnal justice climate played an important role between the O-HPWS and E-HPWS and as it adjusted the relations between them. In this research, on the basis of social information processing theory, the researchers examined the influence and mechanism of HPWS on employee＇s psychological contract breach at both individual and organizational levels, and tested the proposed theoretic