Abstract

Employees’ organizational citizenship behavior (OCB) is an important determinant of organizational effectiveness; hence, scholars and practitioners are particularly interested in the factors, mechanisms, and conditions that promote such behaviors. Guided by the ability–motivation–opportunity framework, we draw on the social cognitive theory of moral thought and action to conceptualize a model that delineates the role of ethics-oriented human resource management (HRM) systems in promoting OCBs through the mediating role of employees’ moral attentiveness. We also refer to the job demands–resources theory to describe the moderating role of work-family balance in the indirect relationship between HRM systems and OCBs. The findings of an experiment involving 157 working adults (Study 1) and a three-wave field survey of 328 employees (Study 2) converge to support the hypothesized direct and indirect (via moral attentiveness) relationships between ethics-oriented HRM systems and OCBs as well as the first-stage moderating role of work-family balance.