随着世界经济一体化进程的加快,竞争日益激烈，尤其是目前世界范围内的经济危机，使得人与环境的关系、人与环境的和谐和匹配都显得愈发重要。匹配是指个人与环境互相得到供需平衡，包含了不同的层次和意义。本研究综合分析相关理论和实证研究的基础上，从多层次的匹配出发，包括个人-组织匹配、个人-群体匹配、个人-职务匹配三个层次，进而分析其对员工工作态度与行为（工作满意度、工作绩效和工作转换倾向）的影响，验证不同层次的工作匹配性及其与工作满意度、工作绩效和工作转换倾向的独立与交互作用效应，同时综合考虑内部整合和领导成员交换关系的中介与调节作用，技术层次和工作转换频率的干扰作用，以深入全面探讨多层次匹配的作用机制。研究采用客观的间接测量模式，对498名外企员工进行了研究。并对所搜集的数据进行了等级相关分析、多元分层回归分析以及分群比较，并建立了企业员工的多层次工作匹配与工作满意度、工作绩效、工作转换之间作用机制的模型。本研究主要得出以下结论：（1）外企员工工作匹配现状为职务匹配度相对较高；群体匹配度次之；组织匹配度相对较低；（2）工作匹配性各层次的匹配度，对工作满意度、工作绩效与工作转换倾向具有预测力；（3）不同的匹配层次对员工的工作态度与行为有影响，但不是所有的匹配层次对员工的工作态度与行为都有相同的影响；（4） 工作匹配的组织、群体与职务多层次交互作用，对工作态度与行为具有部分的独立效应与交互作用效应。不同的匹配之间交互作用而对员工工作态度和行为造成复杂的影响。（5）不同的技术层次与工作转换频率在工作匹配与工作态度和行为中起干扰作用。高技术群的职务匹配度，对任务绩效、群体转换倾向具有预测力。低技术群的组织匹配度，对工作满意度、任务绩效、情境绩效具有显著的影响力。低技术群的群体匹配度，对工作满意度、组织转换倾向具有预测力。在工作满意度、任务绩效与情境绩效方面，高工作转换频率群比低工作转换频率群，其工作匹配性各层次匹配度间的交互作用，具有较大的影响力。但在组织转换倾向方面，则反而是低工作转换频率群比高工作转换频率群，具有较显著的交互作用。（6）内部整合和领导成员交换关系在工作匹配对员工的工作满意度、工作绩效和工作转换频率中分别具有中介作用和调节作用。

Objective: The purpose of this study was to explore the work of matching，the multi-level matching degree of attitude, performance and work conversion, and then forming a more complete testing by the work of matching models. The research validates the work of matching different levels of distinction and its relationship for job satisfaction, performance and tendency to converting. And the interactive effects were also explored .Internal integration and leader -member exchange (LMX), the technical level and frequency conversion are further explored. Methods: Using indirect measurement mode, The 498 foreign staff members were studied, and exploring the data in the method of rank correlation, hierarchical multiple regression analysis and the clustering of comparison. The Structural Equation Model of the multi-level degree of matching satisfaction, performance, and the work of conversion were established.Results: (1) In three levels of matching work degree, the average of job matching degree is 0.595; average of group matching is 0.327 ; further more organizations and groups matching is significantly positive correlation ( r = 0.184, p <0.01). (2) Job satisfaction and (r = 0.217, p <0.001), task performance (r = 0.135, p <0.05), as well as scenes of performance (r = 0.183, p <0.01) are both to a significant positive correlation with the organizations matching degree. While as a significant negative correlation with organization converting (r =- 0.153, p <0.01); group matching , the degree of job satisfaction (r = 0.170, p <0.01), task performance (r = 0.108, p <0.05) to achieve a significant positive correlation, and organizations tend to convert (r =- 0.131, p <0.05), groups tend to convert (r =- 0.169, p <0.01) showed significant negative correlation; job matching and the degree of job satisfaction (r = 0.152, p <0.01), task performance (r = 0.257, p <0.001) achieve a significant positive correlation with the tendency to convert groups (r =- 0.127, p <0.05), the tendency conversion (r =- 0.174, p <0.01) showed significant negative correlation. (3) Work matching can explain well to job satisfaction, in which the degree of organization matching (β = 0.151, p <0.001) ,groups with matching degrees (β = 0.123, p <0.01) of the regression coefficients are positive, and achieve Significant level; the matching degree of work can explain well the performance of the task, in which ,the organization match degree (β = 0.077, p <0.05) and job matching degrees (β = 0.156, p <0.001) of the regression coefficients are positive, and to achieve significant Standards; the multi-layered regression analysis of the working matching degree to scene performance showed that: matching degree of organization (β = 0.125, p <0.01) of the regression coefficient is positive, and reached significant levels; matching work at all levels, only group match Degree can predict conversion of organizations tend. (4) Internal integration and leader -member exchange make an intermediary and moderating role with staff working attitude, work performance and work conversion.Conclusion: (1) The degree of matching with the different level, can well predict job satisfaction, job performance and job changes tendency; (2) Employees will weigh the degree of match to determine the attitude of the work; (3) Internal integration and the leader-member exchange make intermediary and moderating role with staff working attitude, work performance and work conversion；（4）the technical level and frequency conversion make a disturbal role；(5) Make the Structural Equation Model of P-E fit.