When employees face hostility from others, emotion regulation is needed to perform effectively but can be personally costly. On the basis of current evidence, employees both perform better and avoid well-being costs with engagement-focused regulation (i.e., modifying feelings through deep acting) rather than with disengagement (i.e., modifying or faking expressions through surface acting). Yet, emotion regulation theorizing suggests this good–bad dichotomy is an oversimplification, and no known work has simultaneously considered the performance and well-being consequences of emotion regulation strategies at the event level. To address these issues, we apply the comprehensive six-strategy emotion regulation framework to identify emergent combinations of regulation strategies used in response to hostile events. Across two studies, we find six emotion regulation profiles, with the pattern of these profiles largely replicating across samples. Study 2 reveals that profile enactment is driven by the intensity of the event and has distinct consequences for employees’ event performance and well-being. We also find the first known evidence of a trade-off, where profiles that result in the highest negative affect were also the most effective for episodic performance. Meanwhile, profiles that maintained low levels of negative affect were linked with lower event performance ratings. Thus, in contrast to the good-bad strategy dichotomy common in the emotion regulation literature, we find that enhancing event performance comes at a cost to affect, and vice versa. This high-hostility work context points to a no-win situation for employees, who must choose between maximizing event performance and minimizing personal costs.

中文翻译：

---

敌对互动期间的情绪调节：优化事件性能和幸福感的调节概况


当员工面临他人的敌意时，需要情绪调节才能有效执行，但个人成本可能会很高。根据目前的证据，以敬业度为中心的监管（即通过深度行动改变感受）而不是不敬业（即通过表面行动修改或伪造表情）的员工表现更好，并避免了福利成本。然而，情绪调节理论表明这种好-坏二分法过于简单化，并且没有已知的工作同时考虑了情绪调节策略在事件层面的表现和健康后果。为了解决这些问题，我们应用了全面的六策略情绪调节框架来识别用于应对敌对事件的调节策略的紧急组合。在两项研究中，我们发现了六种情绪调节概况，这些概况的模式在样本中基本重复。研究 2 显示，档案制定受事件强度驱动，对员工的活动绩效和福祉产生不同的影响。我们还发现了第一个已知的权衡证据，其中导致最高负面影响的配置文件对剧集性能也最有效。同时，保持较低负面影响水平的个人资料与较低的活动绩效评级有关。因此，与情绪调节文献中常见的好-坏策略二分法相反，我们发现提高事件绩效是以影响为代价的，反之亦然。这种高度敌对的工作环境表明，员工没有赢家的局面，他们必须在最大限度地提高活动绩效和最小化个人成本之间做出选择。