Linking performance pressure to employee work engagement: the moderating role of emotional stability

Abstract

PurposeThe purpose of this paper is to investigate the mediating role of threat and challenge appraisals in the relationship between performance pressure and employees' work engagement, as well as the buffering role of emotional stability, as a personal characteristic, in this process.Design/methodology/approachData were collected using a three-wave research design. Hypotheses were examined with a sample of 247 white-collar employees from French organizations.FindingsPerformance pressure is appraised as either threat or challenge. Challenge appraisal positively mediated the performance pressure and work engagement relationship, whereas threat appraisal negatively mediated the performance pressure and work engagement relationship. Emotional stability moderated these effects, suggesting performance pressure was appraised as a challenge rather than a threat, which then enhanced employee work engagement.Practical implicationsThis study has shown that employees with high emotional stability who perceived performance pressure as a challenge achieved stronger employee work engagement.Originality/valueBuilding on Lazare's theory of stress and Mitchell et al. 's theorization, this research demonstrates mediating and moderating mechanisms driving the role of performance pressure on employee work engagement relationships.

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“…Accordingly, the goal of this study was threefold. First, on the past, researchers have given more attention to task and relationship conflicts and mostly neglected process conflict, considering it similar to the task conflict (Kuriakose et al , 2019). The majority of researchers (Choi and Cho, 2011; Guenter et al , 2016; Jimmieson et al , 2017; Rispens, 2012) investigated the association between task and relationship conflicts while only a few studies (Greer et al , 2008; van den Berg et al , 2014) have focused on the relationship of process conflict with other types of interpersonal conflicts.…”

“…The majority of researchers (Choi and Cho, 2011; Guenter et al , 2016; Jimmieson et al , 2017; Rispens, 2012) investigated the association between task and relationship conflicts while only a few studies (Greer et al , 2008; van den Berg et al , 2014) have focused on the relationship of process conflict with other types of interpersonal conflicts. Hence, researchers (Kuriakose et al , 2019; Guenter et al , 2016; van den Berg et al , 2014) have called for further investigation of the interplay among task, process and relationship conflicts. Therefore, this study investigated how and when task and process conflicts relate to relationship conflict.…”

“…By examining the mediating role of negative emotions and the moderating role of emotional intelligence in conflict transformation, current study contributes to the literature on interpersonal conflict, emotions, and emotional intelligence in the following ways. First, the present study investigated the interplay among different types of conflicts to extend our understandings of conflict transformation in the organizational setting, especially the transformation of process conflict, which is the least researched (Greer et al , 2008; Jehn and Mannix, 2001; Kuriakose et al , 2019). Second, this study contributes to the understanding of why cognitive conflict transforms into affective conflict by examining the mediating role of negative emotions that can serve as a mechanism in conflict transformation.…”