{"title":"服务业绩效压力与服务绩效的日记和经验抽样方法","authors":"Y. Ren, Biqian Zhang, Lei Zhao, Yinwei Bu","doi":"10.1108/nbri-05-2021-0034","DOIUrl":null,"url":null,"abstract":"\nPurpose\nPerformance 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.\n\n\nDesign/methodology/approach\nStudy 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.\n\n\nFindings\nFindings 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.\n\n\nPractical implications\nService 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.\n\n\nOriginality/value\nTo 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.\n","PeriodicalId":44958,"journal":{"name":"Nankai Business Review International","volume":" ","pages":""},"PeriodicalIF":1.8000,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"A diary and experience sampling method of performance pressure and service performance in service industry\",\"authors\":\"Y. Ren, Biqian Zhang, Lei Zhao, Yinwei Bu\",\"doi\":\"10.1108/nbri-05-2021-0034\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"\\nPurpose\\nPerformance 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.\\n\\n\\nDesign/methodology/approach\\nStudy 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.\\n\\n\\nFindings\\nFindings 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.\\n\\n\\nPractical implications\\nService 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.\\n\\n\\nOriginality/value\\nTo 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.\\n\",\"PeriodicalId\":44958,\"journal\":{\"name\":\"Nankai Business Review International\",\"volume\":\" \",\"pages\":\"\"},\"PeriodicalIF\":1.8000,\"publicationDate\":\"2022-03-10\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Nankai Business Review International\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/nbri-05-2021-0034\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Nankai Business Review International","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/nbri-05-2021-0034","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
A diary and experience sampling method of performance pressure and service performance in service industry
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.
期刊介绍:
Nankai Business Review International (NBRI) provides insights in to the adaptation of American and European management theory in China, the differences and exchanges between Chinese and western management styles, the relationship between Chinese enterprises’ management practice and social evolution and showcases the development and evolution of management theories based on Chinese cultural characteristics. The journal provides research of interest to managers and entrepreneurs worldwide with an interest in China as well as research associations and scholars focusing on Chinese problems in business and management.