Abstract: Researchers and practitioners are most concerned about employees’ innovation behavior in organizations. Previous studies have explored this issue from many perspectives. To fill these research gaps, this study based on the definition of innovation behavior by Scott & Bruce, examined the joint effects of organizational factor ( Human Resource Management ), individual factor (perceived of psychological contract breach ), leadership factor (superior-subordinate communication) on employee’ innovation behavior. This study examined the joint effects of human resource practice, psychological contract breach and supervisor-subordinator communication on employees’ innovation behavior. A moderated mediation model was proposed and tested by using a sample of 402 employees.500 survey questionnaires were distributed among employees from manufacturing, trading and technical firms in Zhejiang and Jiangsu Province. 471 questionnaires were returned, for response rates of 94.2%. After we had deleted unqualified ones, a total of 402 questionnaires were remained and constituted the sample for this study. In terms of statistical strategies, we employed regression analysis and moderated mediation analysis to examine hypotheses. Results showed that 1) Human resource management practice was positively related to employees’ innovation behavior(β=.119,p<.01); 2) Psychological contract breach partially mediated the relationship between human resource management practice and employees’ innovation behavior(β=-.084,p<.05); 3) Supervisor-subordinator communication moderated the mediated relationship between human resource management practice and employees’ innovation behavior through psychological contract breach(β=.094,p<.05). That is, psychological contract breach mediated the relationship between human resource management practice and innovation behavior only along with low supervisor-subordinator communication. This study makes an important contribution to the literature on innovation behavior. By integrating the organization factor, individual factor and leader factor, we extended existing knowledge of why employees do not exhibit innovation behavior. Our findings also offer several practical implications. First, our results highlighted the positive effect of human resource management of the organization on employees’ innovation behavior. As such, managers should focus their energy on building and maintaining the level of organizations’ human resource management practice, thus encourage employee to exhibit high innovation behavior. Second, our results highlighted the negative effect of psychological contract breach on employees’ innovation behavior. As such, managers should focus their energy on building and maintaining employees’ psychological contract, thus reducing their perceptions of psychological contract breach. Finally, our results emphasis on maintaining high level of supervisor-subordinator communication in organization. With high supervisor-subordinator communication may be necessary to increase the likelihood of employing staff with high level of innovation behavior.

Key words: Human Resource Management Practice, Psychological Contract Breach, Supervisor-subordinator Communication, Innovation Behavior

摘要： 本研究选取了影响员工创新行为的组织（人力资源管理实践）、个体（对心理契约破裂的感知）及领导因素（上下级沟通），通过402名企业员工的问卷调查，采用有调节的中介研究设计，对人力资源实践影响员工创新行为的机制进行研究。结果发现：（1）人力资源管理实践水平与员工创新行为正相关；（2）心理契约破裂在人力资源管理实践与创新行为关系间起部分中介作用；（3）上下级沟通水平调节了心理契约破裂与创新行为的关系，也调节了心理契约破裂对人力资源实践与创新行为关系的中介作用。

关键词: 人力资源管理实践, 心理契约破裂, 上下级沟通, 创新行为