Paradoxical Effects of Performance Pressure on Employees' In-Role Behaviors: An Approach/Avoidance Model

Xiaofeng Xu (First Author), Ho Kwong Kwan (Participant Author), Miaomiao Li (Participant Author), Yihui Wang (Participant Author)

Research output: Contribution to journalJournal

2 Citations (Web of Science)
3 Downloads (Pure)

Abstract

Performance pressure acts as a double-edged sword for employees. Based on an approach/avoidance framework, we theorize that performance pressure produces both positive and negative effects on employees' in-role behaviors via approach motivation (i.e., self-objectification) and avoidance motivation (i.e., workplace anxiety), and work meaningfulness moderates employees' reactions to performance pressure. We examine our hypotheses using data from a sample of 345 employees in various organizations. The results show that self-objectification provides an approach motive that mediates the positive indirect effect of performance pressure on employees' in-role behaviors. However, workplace anxiety provides an avoidance motive that mediates the negative indirect effect of performance pressure on employees' in-role behaviors. Work meaningfulness strengthens both the approach and avoidance tendencies that employees experience under performance pressure. Our findings have significant theoretical and managerial implications.
Original languageEnglish
JournalFrontiers in Psychology
DOIs
Publication statusPublished - 2021

Corresponding author email

wangyihui19930129@126.com

Keywords

  • approach/avoidance motivation
  • in-role behaviors
  • performance pressure
  • self-objectification
  • work meaningfulness
  • workplace anxiety

Indexed by

  • SSCI

Fingerprint

Dive into the research topics of 'Paradoxical Effects of Performance Pressure on Employees' In-Role Behaviors: An Approach/Avoidance Model'. Together they form a unique fingerprint.

Cite this