Job demands and work outcomes in call centers: mediating role of performance pressure and moderating effects of POS and LMX

Purpose – This study aims to propose a moderated mediation model to explain how job demands affect work-related outcomes (work-related symptoms, job satisfaction and turnover intention) in mobile services call centers. The model examines the mediating role of pressure to perform and investigates two potential moderators: perceived organizational support (POS) and leader-member exchange (LMX). Design/methodology/approach – The research employed a quantitative approach with data collected from 510 employees working in Italian mobile services call centers. Participants completed standardized questionnaires measuring job demands, pressure to perform, POS, LMX, work-related symptoms, job satisfaction and turnover intentions. The study used confirmatory factor analysis to verify measurement models and applied the PROCESS macro to test the moderated mediation hypotheses. Findings – Results confirmed that pressure to perform mediates the relationship between job demands and work-related outcomes. POS moderated the job demands-pressure relationship, acting as a buffer. Contrary to expectations, LMX demonstrated complex effects: at low LMX levels, pressure to perform unexpectedly reduced work-related symptoms and turnover intentions, while at high LMX levels, these effects were reversed. For job satisfaction, high LMX buffered the negative effects of pressure to perform, aligning with initial hypotheses. This suggests LMX can function both as a protective and intensifying factor in high-pressure environments. Originality/value – This research advances understanding of LMX complexity by revealing its dual role in high-pressure work environments. The findings contribute to resource theories (conservation of resources and job demands–resources) by illustrating how leadership relationships can transform from resources into potential stressors when combined with high performance expectations.