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PurposeThe purpose of this study was to examine the underlying mechanism as well as the boundary effect between employees' perceived ethical human resource management (HRM) and ethical voice based on social cognitive theory. The authors expect that employees who perceive ethical HRM could develop their moral reasoning and conduct through one of the cognitive processes (i.e. vicarious experience).Design/methodology/approachBased on structural equation modelling and hierarchical regression analysis, the authors conducted a questionnaire survey on 265 employees and their immediate supervisors from a manufacturing company in China.FindingsEmployees' perceived ethical HRM was positively related to ethical voice, and moral efficacy mediated this relationship. Moral task complexity not only moderated the relationship between employees' perceived ethical HRM and moral efficacy but also moderated the indirect effect of employees' perceived ethical HRM on ethical voice such that the impact was stronger when the moral task complexity level is higher and weaker when low.Practical implicationsThis research model provides a framework through which organisations can diagnose potential ethical issues with the implementation of ethical HRM, as well as increase employee awareness of ethical values and then enhance their moral efficacy. Moreover, organisations can benefit from combining interventions and practices that influence the task design.Originality/valueThis study fills research gap by examining the mechanisms that shape employees' ethical voice from the perspective of HRM through moral efficacy and demonstrates that higher levels of moral task complexity contribute to higher levels of moral efficacy and ethical voice.

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Drawing on the existing research on green leadership, this paper first examines the concept and structure of executive green leadership and develops a preliminary scale to measure executive green leadership. The confirmatory factor analysis is adopted to verify and revise the scale. The results show that green leadership and green person are the two main structures of executive green leadership, and the scale developed in this paper is of good reliability and validity. After data analysis, this paper then explores the antecedents of executive green leadership. The results show that factors such as corporate executives’ internal moral identity, conscientiousness, pro-environmental intention, command-based environmental regulation, market-based environmental regulation, and corporate green image have a significant positive correlation with executive green leadership, while their short-term orientation has a significant negative correlation with the green leadership. This paper defines the concept and structure of executive green leadership and develops the corresponding scale for measuring it, to improve scholars’ and managers’ understanding of executive green leadership.

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