职场中，员工不道德工作行为时有发生，对组织绩效和发展有较大危害。因此，研究者和管理者们一直注重对其追本溯源并谋求有效的管控之道。当前，绩效管理盛行。相应地，管理者为了实现绩效目标通常会对员工提出较高绩效要求。这种管理实践在中国国有企业组织中对员工不道德工作行为有何影响值得进一步探究。
此研究基于自我调节理论提出假设、构建模型，深入分析了中国国有企业组织情境下领导高绩效要求对员工不道德工作行为的影响机制，揭示了员工情绪耗竭的中介效应和心理韧性的调节效应。
本研究以问卷的形式围绕领导高绩效要求、员工情绪耗竭、员工心理韧性和员工不道德工作行为四个变量对中国国有企业组织中的在职人员进行调查，然后采用SPSS和AMOS软件对353份有效问卷进行统计分析，结果发现：（1）从总效应来看，领导高绩效要求对员工不道德工作行为具有负向影响；（2）领导高绩效要求与员工情绪耗竭之间存在正相关关系；（3）员工情绪耗竭与不道德工作行为之间正相关；（4）员工情绪耗竭在领导高绩效要求与员工不道德工作行为之间具有竞争性中介效应（相当于MacKinnon等（2000）文献中的“遮掩效应”）；（5）员工心理韧性负向调节领导高绩效要求与员工情绪耗竭之间的正相关关系；（6）员工心理韧性负向调节领导高绩效要求与员工不道德工作行为之间通过员工情绪耗竭而存在的间接正相关关系。
验证结果可支持的结论为：在中国国有企业组织中，领导对员工提出高绩效要求一方面对其不道德工作行为有直接的抑制作用，另一方面又会通过员工情绪耗竭对不道德工作行为产生间接的促进作用。同时，员工心理韧性越强，情绪耗竭程度越缓和，高绩效要求对不道德工作行为的正向间接效应也就越弱。
在理论上，本研究丰富了员工不道德工作行为的前因研究以及领导高绩效要求的结果研究，解释了我国国有企业中领导高绩效要求对员工不道德工作行为的作用机理，同时也阐明了领导高绩效要求对员工不道德工作行为间接发挥消极作用的边界条件；在实践上，本研究提示国有企业组织及其管理者：（1）可以在员工业务能力范围内提出高绩效要求，但是要充分重视其实现绩效目标方式的道德性，对员工行为要明确、严格地规范和积极引导；（2）提出高绩效要求要遵循适度的原则，既要顾及员工业务能力，更应综合考虑其具体情况，对于情绪耗竭的状况要重点关注并想方设法缓解员工情绪耗竭程度；（3）在员工的选拔中要考量心理韧性状况，在管理中要注重提升员工心理韧性。

In the workplace, unethical work behaviors of employees occur from time to time, which pose significant harm to organizational performance and development. Therefore, researchers and managers have been focusing on tracing their origins and seeking effective ways of control. Currently, performance management is prevalent. Accordingly, managers often place higher performance expectations on employees in order to achieve performance goals. The impact of this management practice on employees’ unethical work behavior in Chinese state-owned enterprises deserves further exploration.
Based on the theory of self-regulation, this study proposes hypotheses and constructs a model to deeply analyze the influence mechanism of leaders’ high performance expectations on employees’ unethical work behaviors in the organizational context of Chinese state-owned enterprises, revealing the mediating effect of emotional exhaustion and the moderating effect of psychological resilience.
This study investigated employees in a Chinese state-owned enterprise  around four variables: leaders’ high performance expectations, employees’ emotional exhaustion, employees’ psychological resilience and employees’ unethical work behaviors. Then, SPSS and AMOS software were used to statistically analyze 353 valid questionnaires. The results show that: (1) leaders’ high performance expectations have a negative impact on unethical work behaviors of employees; (2) There is a positive correlation between leaders’ high performance expectations and employees’ emotional exhaustion; (3) There is a positive correlation between emotional exhaustion and unethical work behaviors of employees; (4) Emotional exhaustion has a competitive mediating effect between leaders’ high performance expectations and employees’ unethical work behaviors (which is equivalent to the “suppression effect” in the paper(2000) of MacKinnon et al.); (5) Psychological resilience negatively moderates the positive correlation between high performance expectations and emotional exhaustion; (6) Psychological resilience negatively moderates the indirect relationship between leaders’ high performance expectations and employees’ unethical work behaviors through emotional exhaustion.
The empirical results can support the conclusion that in Chinese state-owned enterprises, leaders’ high performance expectations on employees have a direct inhibitory effect on unethical work behaviors, and on the other hand, they can indirectly promote unethical work behaviors through emotional exhaustion. At the same time, if employees’ psychological resilience is stronger, the degree of emotional exhaustion is lower, and the positive and indirect effect of high performance expectations on unethical work behaviors is weaker.
In theory, this study enriches the research on the antecedents of employees’ unethical work behaviors and the results of leaders’ high performance expectations, explains the mechanism of high performance expectations on employees’ unethical work behaviors, and clarifies the boundary conditions under which leaders’ high performance expectations have an indirect impact on employees’ unethical work behaviors; In practice, this study suggests to state-owned enterprises and their managers the following: (1) They can put forward high performance expectations within the scope of their employees’ professional capabilities, but they should fully attach importance to the ethics of the way they achieve performance goals, and should clearly and strictly regulate and actively guide employees’ behavior; (2) The high performance expectations should be modest, not only considering professional capabilities, but also comprehensively considering the specific situations of employees. The conditions of emotional exhaustion should be focused on and ways should be found to alleviate the degree of emotional exhaustion of employees; (3) Psychological resilience should be considered in the selection of employees, and attention should be paid to improving their psychological resilience in management.