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.
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Doctor of Philosophy (Ph.D.)
College of Business Administration
Business Administration; Management
Length of Campus-only Access
Doctoral Dissertation (Campus-only Access)
Lassu, Reka, "Can Pushing Employees to Recover from Work Backfire? The Joint Effect of Perceived Pressure from the Supervisor to Perform and to Recover on Daily Employee Outcomes" (2021). Electronic Theses and Dissertations, 2020-. 720.
Restricted to the UCF community until August 2026; it will then be open access.