The making of moonlighters: organizational disidentification as a behavioral response to workplace stressors

Purpose Moonlighting and rage applying have emerged as recent phenomena in post-COVID organizational settings. The purpose of this study is to examine the relationship between workplace stressors (psychological strain, distributive injustice and verbal aggressiveness), organizational disidentification, moonlighting intentions (MLIs) and rage-applying behaviors, while also exploring the moderating role of felt obligation. Design/methodology/approach Data were collected in two waves from 367 employees in India’s technology sector, all of whom had a minimum of five years of experience. Constructs were measured using validated scales, and hypotheses were analyzed using Partial Least Squares Structural Equation Modelling. Findings The results of this study revealed that distributive injustice, supervisor verbal aggressiveness and psychological strain influence organizational disidentification, which further leads to MLIs and affective job applying. The moderating role of felt obligation was also evident. Research limitations/implications Organizations must address supervisory aggression and perceived injustice to mitigate organizational disidentification and its adverse behavioral consequences. Fostering felt obligation through transparent practices, psychological support and value alignment may reduce disengagement and retaliatory job behaviors. Originality/value This study bridges stimulus–organism–response and conservation of resources theories to explain post-COVID work behaviors, offering novel insights into organizational disidentification and its outcomes, that is, MLI.