Background: High-performance work systems (HPWSs), while designed to boost corporate performance, can inadvertently create a core organizational paradox, triggering a negative feedback loop. Specifically, their intense focus on performance outcomes can create a climate conducive to unethical pro-organizational behavior (UPB), as employees navigate the pressures and perceived obligations, ultimately undermining the organization’s long-term sustainability and viability. While prior research has identified important singular pathways, the mechanisms through which HPWSs simultaneously generate both perceived obligations and performance pressures remain ambiguous. Methods: Drawing on the Job Demands–Resources (JD-R) model, we propose and test a moderated dual-mediation framework. Using survey data from 473 employees, we examine psychological contract fulfillment and bottom-line mentality as parallel mediators, with moral identity as a moderator, in the HPWS-UPB relationship. Results: The analysis demonstrated that HPWSs influence UPB through two distinct and paradoxical pathways: a pressure-driven path via an increased bottom-line mentality, and a reciprocity-driven path via enhanced psychological contract fulfillment. Moral identity emerged as a crucial, albeit asymmetrical, buffer, with its buffering role being particularly consequential for the pressure-driven pathway, as moral identity also significantly weakened the indirect effect of HPWSs on UPB channeled through bottom-line mentality. Conclusions: These findings offer a holistic, systems-based understanding of the performance-ethics paradox. The validation of a dual-pathway model provides a new blueprint for how a single management system produces contradictory outcomes through competing mechanisms. The identification of key intervention points (e.g., fostering moral identity) offers practical strategies for managers to foster systems that support both high productivity and a sustainable ethical climate.

With the leapfrog development of information and communication technology and the intensification of external competition among enterprises, after-hours work connectivity through communication devices has become a new norm in the workplace. While it offers certain conveniences, the constant connectivity it entails also imposes significant pressure on employees. How to comprehensively understand and rationally treat after-hours work connectivity has become an issue that organizations need to pay great attention to. Based on conservation of resources theory, this study analyzed 407 questionnaires to explore the “double-edged sword” effect of after-hours work connectivity on employee performance and analyzed the moderating effect of the psychological contract. The results indicate the following: (1) Proactive pathway: after-hours work connectivity promotes employees’ job crafting behaviors toward approach-oriented adjustments, thereby enhancing job performance. (2) Passive pathway: after-hours work connectivity encourages employees’ job crafting behaviors toward avoidance-oriented adjustments, leading to decreased job performance. (3) The psychological contract positively moderates the relationship between after-hours work connectivity and approach-oriented job crafting and negatively moderates the relationship between after-hours work connectivity and avoidance-oriented job crafting, regulating both the positive and negative coping pathways. The research findings contribute to assisting organizations in adopting a dialectical perspective towards and effectively utilizing after-hours work connectivity. This aids in achieving a balance between organizational effectiveness and employee well-being, seeking a mutually beneficial work paradigm, and providing managerial recommendations to promote sustainable organizational development.