Research on the relationship between emotions and job performance is ubiquitous, yet few scholars have examined the combined effects of different emotions. Drawing on the broaden-and-build theory and conservation of resources (COR) theory, we propose that employees’ daily emotion fluctuations (positive emotions vs. negative emotions) will affect their service performance in opposite directions. Furthermore, we propose these effects will be moderated by psychological [i.e., regulatory emotional self-efficacy (RESE)] and physiological (i.e., sleep quality) characteristics of the employees. Based on the experience sampling method (ESM), data (N = 810) obtained from 187 frontline employees of 35 bank branches over 18 consecutive days supports our hypotheses.
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.
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