As a type of important job resource , perceived organizational support has been identified as a salient antecedent of work engagement .However , the extant literature has ignored that with the norm of reciprocity as its core tenet , perceived organization-al support requires reciprocation from the recipients .Then, below a certain point, employees who perceive organizational support are expected to reciprocate by performing extra-role behavior , which reduces their engagement in assigned work .Based on Job-Demand Resource model and social exchange theory , we argue that there may be U-shaped relationship between perceived organi-zational support and work engagement .Moreover, the extent to which individuals are engaged in extra-role performance is pro-foundly shaped by their affective commitment with the organization .Therefore, we propose that affective commitment moderates the curvilinear relationship between perceived organizational support and work engagement . We collected data among 302 employees with diverse positions in securities industry who self-reported the variables .Confirmatory factor analysis was conducted to detect potential Common Method Bias and the results suggested that CMB was not serious as con -cerned.Theoretical hypotheses were tested using polynomial regression .The results suggested that after controlling for affective commitment, there was U-shaped relationship between perceived organizational support and work engagement , such that only over a certain point perceived organizational support was positively related with work engagement .Moreover , the non-linear relation-ship was moderated by affective commitment .Specifically , for those with high affective commitment , perceived organizational support was related to work engagement in a U-shaped manner , whereas the relationship was linear among those with low affective commitment. Our research shed light on the negative effect of perceived organizational support on work engagement and its boundary condi -tions.Through integrating JD-R model and social exchange theory , we uncovered the dual-faceted nature of perceived organiza-tional support.That is, it provided employees with job resources while at the same time employees are expected to reciprocate with extra efforts .The finding indicated that it was necessary to understand organizational phenomenon from different perspec -tives.On the other hand , the moderation of affective commitment on the non-linear relationship between perceive organizational support and work engagement indicated that employees affectively committed with their organization were more likely to recipro -cate with extra-role performance in response to organizational support .In consistence with previous research , our findings con-firmed that affective commitment prescribed individual role definitions .When it comes to work engagement , affective commitment shapes individual preference in resource allocation between in-role engagement and extra-role performance , which finally deter-mines pattern of the POS-work engagement relation .In summary, our research calls for more research into non-linear relationship between antecedents and work engagement and the correspondent boundary conditions .%作为一种工作资源，组织支持感是员工工作投入的重要预测变量。但是，基于社会交换理论，组织支持感也可能增加员工角色外的投入、减少对工作角色的投入。在一定条件下，组织支持感与工作投入可能存在非线性的关系。采用302名证券行业员工问卷，考察组织支持感与工作投入的曲线关系，进一步探索情感承诺对该曲线关系的调节作用。在检验共同方法偏差的基础上，采用多项式回归对研究假设进行检验。研究结果表明，在控制员工的情感承诺后，组织支持感与工作投入呈显著U形曲线关系。情感承诺显著调节组织支持感与工作投入的曲线关系，即情感承诺高的员工，组织支持感与工作投入呈U形曲线关系；而情感承诺低的员工，组织支持感与工作投入呈显著线性关系。总体而言，研究结果进一步支持组织支持感对工作投入潜在的负面影响，尤其是具有高情感承诺的员工其感知到的组织支持只有超过一定水平后才会对工作投入产生积极的影响。
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