以349位台灣企業員工為探索對象，配對他們所屬主管對其工作表現的評核，本研究探討高績效工作系統、轉換型領導行為、心理資本與員工工作產出的關係。我們的研究發現，員工所感受到高績效工作系統的程度與轉換型領導行為會正向顯著的影響員工的心理資本能耐，並因此使他們能展現出更好的工作表現，如較高的工作滿意度、較低的離職意願、更好的工作績效、更佳的同事幫忙行為。以策略性人力資源管理的行為觀點與AMO理論為理論依據，我們發現高績效工作系統在影響員工工作產出的過程當中，主要是透過心理資本的中介角色，即透過有效人力資源制度的實施，能幫助員工培養出更高程度的心理資本能耐，並因此導致更佳的工作表現。另一方面，以轉換型領導理論及社會學習理論為基礎，我們也指出轉換型領導行為也能幫助員工培養出更佳的心理資本能耐，並因此使員工展現出更佳的工作效能。最後，我們也找出能增進心理資本能耐的前因變數，而這些是很少被先前的研究所探討的。總體而言，我們的研究增進了策略性人力資源管理、轉換型領導理論及心理資本文獻的相關知識。

Drawing from 349 employees with matched supervisory rating from Taiwanese companies, we examined the mediating effects of psychological capital on the relationships among high performance work system (HPWS), transformational leadership behaviors (TFL), and employee-level outcomes. We found that both employee perceived HPWS and transformational leadership behaviors (TFL) influence individuals’ psychological capital capacities, and in turn, lead to desirable outcomes, including higher job satisfaction, lower intention to leave, better task performance, and higher helping behavior. Based on behavioral perspective of strategic HRM literature with AMO theory, we found that employee perceived HPWS influences individuals’ work outcomes through facilitating psychological capital capacities. On the other hand, extending from transformational leadership theory with social learning theory, we argued that transformational leadership behaviors (TFL) can enhance workers’ psychological capital capacities and thus yield beneficial employee outcomes. Finally, our study finds out new antecedents of psychological capitals and supplements the literature that explores how to nurture workers’ psychological capital capacities. In sum, our study reinforces the knowledge of strategic human resource management, transformational leadership theory, and psychological capital literature.

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