摘要：在当前共同富裕的新发展阶段，员工对幸福的追求与企业建设幸福型组织被视为提升员工敬业度的关键路径。然而，以往研究尚未关注个体追求幸福的动机和组织实施的幸福管理如何提升员工敬业度。因此，本文探究幸福导向人力资源管理和个体幸福取向对员工敬业的直接影响和交互效应，能够丰富员工敬业的前因，并对组织设计精准化的人力资源管理干预措施具有重要启示价值。本文基于68家企业人力资源部门的经理或主管与604名员工的配对调查数据，开展以下研究：将快乐取向、专注取向和意义取向视为幸福取向的类别构成型指标，分别检验其对工作敬业的预测效度；揭示幸福导向人力资源管理是否对员工的组织敬业产生影响；考察幸福导向人力资源管理在三类幸福取向和工作敬业之间的调节作用，以及三类幸福取向分别在幸福导向人力资源管理和组织敬业之间的边界效应。结果表明：幸福取向框架中意义取向与专注取向正向预测工作敬业，快乐取向则负向预测工作敬业；幸福导向人力资源管理直接促进员工的组织敬业，但是不能激活三种幸福取向对工作敬业的有效预测；幸福取向框架中意义取向能增强幸福导向人力资源管理对组织敬业的驱动效应，然而快乐取向和专注取向均不能调节二者之间的积极关系。基于以上结论，提出如下管理启示：坚持长期主义的稳健型企业在员工甄录时应将幸福取向纳入选拔或职位匹配的标准范畴，优先录用意义取向或专注取向的候选人；数字时代的企业应以幸福导向人力资源管理的实施为突破口，有效激发员工主动建构与组织的互利关系；企业围绕成长发展、共创共享和民主协商实施幸福导向人力资源管理实践，能够对赢得意义取向员工的组织敬业发挥事半功倍的效果。

Abstract: In the new development stage of common prosperity, employees, pursuit of well-being and enterprises, efforts in building well-being-focused organizations are considered a crucial pathway to enhancing employee engagement. To investigate this mechanism, this study investigated the direct impact and interactive effects of well-being oriented HRM and personal well-being orientations on employee engagement, based on the paired data of 68 HR managers(or supervisors) and 604 employees. The results were shown as follows:Meaning orientation and engagement orientation both positively predict work engagement, while pleasure orientation negatively predicts work engagement; Well-being oriented HRM positively predicts organizational engagement, but does not enhance the predictive validity of the three well-being orientations on work engagement; Meaning orientation enhances the driving effect of well-being oriented HRM on organizational engagement. These findings not only enrich the antecedents of employee engagement from the perspective of well-being psychology, but also offer novel insights into the driving mechanisms of employee engagement from an individual-organizational cross-level interaction perspective.