Purpose

Performance pressure is unavoidable in the career of any frontline employee in the service industry, yet the authors have little understanding of the dualistic nature of performance pressure. This study aims to distinguish between challenge performance pressures and hindrance performance pressure and to investigate the effect of challenge/hindrance performance pressure on in-role/extra-role service performance through distinct emotional-labor-strategy mechanisms.

Design/methodology/approach

Study 1 conducted exploratory and confirmatory factor analyses and developed a performance pressure scale. To test the predictive validity of this scale, Study 2 used data from 178 frontline employees based on diary and experience sampling spanning 18 consecutive calendar days.

Findings

Findings revealed that surface/deep acting mediated the relationship between hindrance/challenge performance pressure and in-role/extra-role service performance. Calling moderated the relationship between emotional labor and service performance. The relationship between surface acting and in-role service performance was weaker in the higher calling condition, whereas the relationship between deep acting and extra-role service performance was weaker in the higher calling condition.

Practical implications

Service organizations should motivate employees to preserve more challenge performance pressure rather than hindrance performance pressure through establishing a reasonable performance target system. Furthermore, organizations can encourage employees to provide more extra-role services for customers through establishing an emotional support system, so as to enhance customer satisfaction.

Originality/value

To the best of the authors’ knowledge, this study is a pioneering effort to develop a dualistic performance pressure scale and explore the impact mechanism and boundary conditions of performance pressure on service performance in the presence of emotional labor.

中文翻译：

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服务业绩效压力和服务绩效的日记和经验抽样方法

目的

服务业一线员工的职业生涯中，绩效压力是不可避免的，但作者对绩效压力的二元性却知之甚少。本研究旨在区分挑战绩效压力和阻碍绩效压力，并通过不同的情绪劳动策略机制研究挑战/阻碍绩效压力对角色内/角色外服务绩效的影响。

设计/方法/方法

研究 1 进行了探索性和验证性因素分析，并制定了绩效压力量表。为了测试该量表的预测有效性，研究 2 使用了来自 178 名一线员工的数据，这些数据基于 18 个连续日历日的日记和经验抽样。

发现

研究结果表明，表面/深层作用在阻碍/挑战绩效压力与角色/角色外服务绩效之间的关系中起中介作用。电话调节了情绪劳动和服务绩效之间的关系。在较高的调用条件下，表面作用与角色内服务性能之间的关系较弱，而在较高调用条件下，深层作用与角色外服务性能之间的关系较弱。

实际影响

服务组织应通过建立合理的绩效目标体系来激励员工保留更多的挑战绩效压力，而不是阻碍绩效压力。此外，组织可以通过建立情感支持系统来鼓励员工为客户提供更多的角色外服务，从而提高客户满意度。

原创性/价值

据作者所知，本研究开创性地开发了二元绩效压力量表，并探索了情绪劳动存在下绩效压力对服务绩效的影响机制和边界条件。