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Interpersonal emotion regulation is important for developing and maintaining coworker relationships. Understanding what motivates this form of emotion regulation can provide insight into how interpersonal relationships influence personal and organizational outcomes. Using experimental vignettes, this thesis sought to: 1) contrast motivational tendencies for interpersonal emotion regulation (e.g., instrumental and prosocial motives), 2) examine relations between gender, emotional intelligence and interpersonal emotion regulation, and 3) explore additional motives for regulating others’ emotions. Findings suggest that between coworkers, prosocial and instrumental considerations underlie decisions to engage in interpersonal emotion regulation, with instrumental motives being stronger than prosocial motives. Moreover, emotional intelligence was found to predict the use of effective interpersonal emotion regulation strategies. An exploratory qualitative analysis suggests the existence of additional motives for interpersonal emotion regulation (e.g., identity-preserving motives and personal beliefs motives). Collectively, these findings demonstrate the operation of motives in regulating the emotions of others in the workplace.

The purpose of the current study is to replicate a previous study by Sliter, Withrow, and Jex (2015) that sought to determine whether personality characteristics influence how individuals perceive uncivil behaviors in the workplace. The original study is the only one that has attempted to isolate incivility perceptions from the reported experience of incivility. The original study determined that positive affect and trait anger were the strongest predictors of perceived incivility. Results from the current study show the same pattern. Theoretical and practical implications are discussed.

In a rapidly changing world, with constantly shifting dynamics, organizational change may prove essential if businesses are to continue to succeed. The majority of research on organizational change adopts a macro outlook, focusing on strategic issues from the perspective of the organization and its management. In this volume we undertake a micro perspective, focusing on the individual and, more specifically, the importance of the employees and their reactions to organizational change. This focus expands our understanding of why change initiatives frequently fail. The Psychology of Organizational Change constitutes an essential resource for scholars, students, and practitioners in the field of organizational change and development who strive to understand how to make change work not only for the organization, but also for its members.