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Drawing on social cognitive theory and social information processing theory, we developed a moderated mediation model in which moral disengagement was theorised as a unique mechanism to explain why employees engage in unethical behaviours after performing illegitimate tasks. Ethical human resource management (HRM) was proposed as a boundary condition that influences this mechanism. We tested the model using time‐lagged supervisor–subordinate matched data. The results showed that moral disengagement mediated the relationship between illegitimate tasks and unethical behaviours, and that this relationship was weaker when ethical HRM was perceived to be high level rather than low level. Thus, our hypotheses were supported. The theoretical and practical implications of these findings are discussed.

Drawing from self-regulation theory and self-identity orientation theory, this study examines the effects of experiencing different high-performance work systems (HPWS) on the organisational citizenship behaviours of employees. Using a sample of 271 employees in China, we found that firstly, emotional exhaustion mediated the relationship between performance-oriented/maintenanceoriented human resource (HR) systems and helping/voice. Secondly, both relational identity and collective identity moderated the relationship between performance-oriented HR systems and emotional exhaustion. Thirdly, both relational identity and collective identity moderated the indirect effect of performance-oriented HR systems on helping through emotional exhaustion. Fourthly, both relational identity and collective identity moderated the indirect effect of performanceoriented HR systems on voice through emotional exhaustion. Fifthly, individual identity moderated the relationship between emotional exhaustion and helping/voice. Finally, individual identity moderated the indirect effect of performance-oriented HR systems on helping/voice through emotional exhaustion, as well as the indirect effect of maintenance-oriented HR systems on helping/voice through emotional exhaustion. Our findings provide a balanced view of the effects of HPWS on employees' outcomes and reveal the underlying mechanisms driving these relationships.

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