Employee moonlighting: the role of human resource management practices, perceived employability and self-direction value

PurposeMoonlighting has become more popular today in many fields such as IT, healthcare and education. This research investigates the direct association between high-performance work system (HPWS) and employee moonlighting (EM) and the mediating effect of perceived employability (PE) in the above relationship. Moreover, the personal value of self-direction is included as a moderator between PE and moonlighting.Design/methodology/approachThis research follows a quantitative design. An online questionnaire survey is used to collect data. Data from 456 Vietnamese employees were analyzed with partial least square-structural equation modelling (PLS-SEM) technique.FindingsHPWS is directly linked with EM. Perceived external employability fully mediates the above relationship. In addition, the personal value of self-direction intensifies the positive relationship between PE and EM.Research limitations/implicationsThe research suggests that HPWS can exert its influence on EM via both the universal and the critical pathways. Employees who perceive they have the ability to perform well in other jobs may decide to moonlight. Also, employees who find their jobs insecure under the coverage of HPWS may engage in moonlighting for security reasons. The implementation improves the employees' PE which may encourage them to hold more jobs. In addition, attention should be paid to the personal value of the employees.Originality/valueThis study offers new insight into the HPWS and EM literature because it suggests that management practices can significantly influence EM, in addition to financial and security factors. Moreover, this study explores the indirect impact of PE in the HPWS-EM linkage. Finally, the moderation role of self-direction value represents a novelty.