Abstract
In contemporary workplaces, how employees regulate moral emotions after transgressions remains a critical yet underexplored issue in human resource management (HRM). Integrating Moral Cleansing Theory and Conservation of Resources Theory, this study develops a dual-pathway model explaining how guilt display generates both constructive and problematic outcomes. From a moral cleansing perspective, expressing guilt fosters empathic concern and promotes target-directed helping behaviours that repair damaged relationships. Conversely, COR theory suggests that managing guilt depletes psychological resources, increasing ego depletion and the likelihood of pro-supervisor unethical behaviour aimed at resource preservation. Moral courage is proposed as a critical boundary condition shaping these divergent effects. Using a three-wave time-lagged survey design with two-week intervals separating predictors and moderators (Phase 1), mediators (Phase 2), and outcomes (Phase 3), this study advances HRM theory by positioning moral emotions as complex drivers of ethical and relational workplace behaviour.
Keywords: Human resource management; moral emotions; guilt display; conservation of resources theory; ethical behavior