Drawing on the achievement goals theory and person-organization (P-O) fit theory, we elaborated a dual-oriented model of HR practices that included development- and maintenance- oriented configurations by highlighting individuals’ achievement motivations and examined the distinct effects, mechanisms, and boundary conditions of those HR configurations on work well-being. The result of confirmatory factor analysis based on a sample of 1,946 managers suggested that the dual-oriented model fit the data better than did the holistic HR system. Using the data of 64 supervisors and 434 employees in 64 branches, the results of multilevel path analysis showed that there were different effects of the two oriented HR practices on employees. The relationship between development-oriented HR practices and work well-being was stronger when individuals’ achievement motivations were high, whereas the relationship between maintenance-oriented HR practices and work well-being was stronger when individuals’ achievement motivations were low. Furthermore, work meaning mediated the interactive effects of the two oriented HR practices and individuals’ achievement motivations on work well-being. These findings deepen our knowledge of differentiated human resource management with employee achievement motivation in mind and offer novel empirical insights on the relationship between HR practices and work well-being.