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Management often promotes internal competition as a means to enhance employee performance; however, the potential adverse effects are frequently neglected. This study investigates the relationships among competitive psychological climate, organizational deviance, moral disengagement, and felt trust. It explores how a competitive climate is associated with organizational deviance through the mechanism of moral disengagement and examines whether felt trust moderates this relationship. Surveys were administered in two phases to 279 full-time employees in Taiwan. Partial least square structural equation modeling was employed to test the hypothesized relationships. Our findings indicate that moral disengagement mediates the relationship between competitive psychological climate and organizational deviance. Furthermore, felt trust moderated both the direct and indirect relationships involving competitive psychological climate. The implication for management is that when employing internal competition to enhance performance, they should consider the potential for deviant behavior and whether it can be mitigated by moderators such as felt trust.

Role overload is prevalent in modern workplaces and can lead to negative consequences; however, its connection to organizational deviance is understudied. This study investigated the relationship between role overload and organizational deviance, and examining the mediating roles of moral disengagement and felt trust. Using the job demands-resources model, moral disengagement theory, and social exchange theory as frameworks, three hypotheses were developed and tested. Data were collected in two phases from 324 full-time employees in Taiwan using validated scales. Partial least squares structural equation modeling was used for the analysis. The results indicate that role overload has a direct positive relationship with organizational deviance. Additionally, moral disengagement and felt trust both mediated this relationship. Specifically, role overload increases moral disengagement, which in turn increases organizational deviance. Role overload also decreases felt trust, leading to increased organizational deviance. These findings suggest multiple pathways through which role overload can result in deviant workplace behaviors. This study contributes to the literature by identifying the moral and emotional mechanisms linking role overload to organizational deviance.

Job anxiety has long been seen as a major factor affecting employees' job performance. The reasons and processes by which affective commitment and work engagement impact employee creativity can be studied through the lens of ego depletion theory. In this study, we surveyed employees in a theme park and applied structural equation modeling to analyze the survey data. Our observations suggested that the decline in employee creativity due to job anxiety was possibly the result of low affective commitment and work engagement, with work engagement being a key mediating factor. The development of emotional ego depletion in service industry employees after experiencing job anxiety could explain our observations. Emotional depletion not only affects employees' work attitudes and emotional expressions but also reduces their motivation for creativity.

Role overload is prevalent in modern workplaces and can lead to negative consequences; however, its connection to organizational deviance is understudied. This study investigated the relationship between role overload and organizational deviance, and examining the mediating roles of moral disengagement and felt trust. Using the job demands-resources model, moral disengagement theory, and social exchange theory as frameworks, three hypotheses were developed and tested. Data were collected in two phases from 324 full-time employees in Taiwan using validated scales. Partial least squares structural equation modeling was used for the analysis. The results indicate that role overload has a direct positive relationship with organizational deviance. Additionally, moral disengagement and felt trust both mediated this relationship. Specifically, role overload increases moral disengagement, which in turn increases organizational deviance. Role overload also decreases felt trust, leading to increased organizational deviance. These findings suggest multiple pathways through which role overload can result in deviant workplace behaviors. This study contributes to the literature by identifying the moral and emotional mechanisms linking role overload to organizational deviance.

Management often promotes internal competition as a means to enhance employee performance; however, the potential adverse effects are frequently neglected. This study investigates the relationships among competitive psychological climate, organizational deviance, moral disengagement, and felt trust. It explores how a competitive climate is associated with organizational deviance through the mechanism of moral disengagement and examines whether felt trust moderates this relationship. Surveys were administered in two phases to 279 full-time employees in Taiwan. Partial least square structural equation modeling was employed to test the hypothesized relationships. Our findings indicate that moral disengagement mediates the relationship between competitive psychological climate and organizational deviance. Furthermore, felt trust moderated both the direct and indirect relationships involving competitive psychological climate. The implication for management is that when employing internal competition to enhance performance, they should consider the potential for deviant behavior and whether it can be mitigated by moderators such as felt trust.

Job anxiety has long been seen as a major factor affecting employees' job performance. The reasons and processes by which affective commitment and work engagement impact employee creativity can be studied through the lens of ego depletion theory. In this study, we surveyed employees in a theme park and applied structural equation modeling to analyze the survey data. Our observations suggested that the decline in employee creativity due to job anxiety was possibly the result of low affective commitment and work engagement, with work engagement being a key mediating factor. The development of emotional ego depletion in service industry employees after experiencing job anxiety could explain our observations. Emotional depletion not only affects employees' work attitudes and emotional expressions but also reduces their motivation for creativity.