Drawing on perception theory, this study goes beyond previous research by investigating how supportive human resource practices shape employees’ perceived organizational support, with a sample of 347 employees from 71 companies. The results of this study showed as follows: Employees’ perceived human resource practices play a full mediator role in the relationship between implemented supportive human resource practices and perceived organizational support; Organizational ownership climate plays a negative moderator role in the relationship between implemented supportive human resource practices and employees’ perceived human resource practices; Employees’ proactive personality can negatively moderate the positive effect of perceived human resource practices on perceived organizational support. Also, the findings reveal that only implemented supportive human resource practices perceived by employees can shape perceived organizational support, and there is a substitution effect between implemented supportive human resource practices and organizational ownership climate. For those employees with proactive personality, high intensity supportive human resource practices can’t create a high level of perceived organizational support. Overall, the findings shed new light on the processes and conditions through which employee perceived organizational support are enhanced owing to supportive human resource practices.