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Managing your feelings at work, for a reason: The role of individual motives in affect regulation for performance-related outcomes at work

Research output: Contribution to journalArticlepeer-review

Uta Bindl, Sharon Parker, Sabine Sonnentag, Christopher Stride

Original languageEnglish
Article numberhttp://doi.org/10.1002/job.2628
Pages (from-to)1251-1270
Number of pages20
JournalJOURNAL OF ORGANIZATIONAL BEHAVIOR
Volume43
Issue number7
DOIs
Accepted/In press31 Mar 2022
PublishedSep 2022

Bibliographical note

Funding Information: The first author acknowledges funding from the University of Western Australia Research Development Award. The second author acknowledges funding from the Australian Research Council, FL160100033. 1 Publisher Copyright: © 2022 The Authors. Journal of Organizational Behavior published by John Wiley & Sons Ltd.

King's Authors

Abstract

Affect regulation matters in organizations, but research has predominantly focused on how employees regulate their feelings. Here, we investigate the motives for why employees regulate their feelings. We assess employees' engagement in affect regulation based on distinct motives and investigate their implications for performancerelated outcomes. We develop a framework and measure for distinct types of motivated affect regulation at work, comprising hedonic affect regulation (motive to feel better), task-related affect regulation (motive to reach an achievement-related goal), and social affect regulation (motive to get along with others). Study 1 (N = 621 employees) indicated each type of motivated affect regulation was distinct from the others. In Study 2 (N = 80 employees; n = 821 observations), in line with our theorizing, hedonic and task-related affect regulation were both positively associated with performance-related outcomes via perceived affect-regulation success. In addition, the link between task-related affect regulation and perceived affect-regulation success was strongest for those individuals who habitually engage in deep acting. By
contrast, social affect regulation did not predict perceived affect-regulation success or performance-related outcomes. Understanding why employees choose to manage their feelings advances insights on individual motives in employee behavior and provides new avenues for improving performance outcomes in organizations.

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