Abstract

High performance demands made to employees by supervisors can be perceived as motivating or abusive depending on the "eye of the beholder" (Bies et al., 2016). One of the ways in which supervisors make high performance demands is by putting pressure on their employees to successfully complete their job tasks. However, the extant literature is inconsistent in terms of the outcomes of experiencing general performance pressure. Some studies show that it leads to functional outcomes (e.g., Eisenberger & Aselage, 2009), while others show that it leads to dysfunctional ones (e.g., Mitchell et al., 2018). Recent work integrates these findings, explaining that performance pressure is a dynamic phenomenon, fluctuating within-person on a daily level, leading to both positive outcomes as well as negative ones (Mitchell et al., 2019). Drawing on the Job Demands and Resources Model (Demerouti et al., 2001), supplemented by Basic Psychological Needs Theory (Deci & Ryan, 2000), I conduct an empirical study with an experience sampling methodology to assess the daily, within-person process of interpreting performance pressure from the supervisor and the impact of the process on individual wellbeing and workplace deviance behavior. I also investigate how recovery pressure from the supervisor interacts with daily performance pressure to play a moderating role. I discuss theoretical contributions and practical implications.

Notes

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Graduation Date

2021

Semester

Summer

Advisor

Bennett, Rebecca

Degree

Doctor of Philosophy (Ph.D.)

College

College of Business Administration

Degree Program

Business Administration; Management

Format

application/pdf

Identifier

CFE0008691;DP0025422

URL

https://purls.library.ucf.edu/go/DP0025422

Language

English

Release Date

August 2026

Length of Campus-only Access

5 years

Access Status

Doctoral Dissertation (Campus-only Access)

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