INTRODUCTION: Performance pressure refers to employees' subjective perception of the necessity to achieve expected goals, accompanied by a sense of urgency and tension. This study explores how employees cope with performance pressure, focusing on two contrasting strategies: the "rat race" (proactive work behavior) or "lying flat" (work withdrawal). Grounded in the transactional theory of stress and affective event theory, this research aims to uncover the mechanisms through which performance pressure influences work behavior. METHODS: A moderated dual-mediation model was developed to examine the dual pathways of challenge appraisal and workplace anxiety as mediators in the relationship between performance pressure and work behavior. Data were collected through a two-stage survey involving 356 employees from various industries. Statistical analyses, including structural equation modeling, were used to test the hypothesized relationships. RESULTS: The findings reveal that performance pressure has a dual effect: it simultaneously stimulates challenge appraisal, promoting proactive work behavior, and induces workplace anxiety, leading to work withdrawal behavior. Additionally, learning goal orientation moderates these effects. Specifically, it strengthens the positive relationship between performance pressure and challenge appraisal while weakening the link between performance pressure and workplace anxiety. DISCUSSION: This study highlights the complex and dual nature of performance pressure in influencing employee behavior. By identifying learning goal orientation as a critical moderator, organizations can better understand how to harness the positive aspects of performance pressure while mitigating its negative effects. These insights provide practical guidance for managing performance pressure and minimizing associated risks in the workplace.