Drawing on social exchange theory, we examined the relationship between commitment-based human resource management practices and employee innovative behavior. Results of hierarchical liner model of 658 employees from 100 organizations support the significant effects of organizational commitment-based HRM practices on employee innovative behavior, and the mediated role of employees’ job engagement. The conclusion for theory that human resource management practices affect employee attitudes to influence employee behavior provides tangible evidence, which helps to reveal the impact of human resource management practices through employee attitudes and behavior, and ultimately affect the middle of the process of organizational performance.