<p>This study investigates whether and how employee moral capital promotes the accumulation of organizational human and social capital. Study 1 (<i>N</i> = 300) used a questionnaire survey to examine the relationships between variables, while Study 2 (<i>N</i> = 182) used an experimental method to test for causality. The results indicate that employee moral capital, mediated by the sense of calling, stimulates more pro-organizational behaviors, thereby promoting the accumulation of organizational human capital (e.g., increased knowledge sharing and voice, and reduced silence) and social capital (e.g., interpersonal trust and organizational citizenship behaviors, and reduced citizenship fatigue). The promotive directly effect of moral capital on employees’ pro-organizational behavior is relatively limited when such behavior is accompanied by negative psychological concerns. Only when moral capital inspires the sense of calling in employees can it enable them to overcome personal psychological reservations and contribute more proactively to the organization. By providing empirical evidence, this study not only validates but also extends the existing theoretical framework of moral capital, thereby deepening understanding of its effects and mechanisms.</p>