Workers in customer-facing roles are frequently confronted with hostility, requiring them to manage their emotional responses carefully. New research from emlyon business school shows that employees must choose between strategies that either enhance their performance or safeguard their mental health, often with no perfect outcome.
The study, led by Professor Gordon Sayre of emlyon business school, alongside colleagues from Pennsylvania State University and Culture Amp, examined how employees regulate their emotions in response to hostile situations. It found that certain emotional strategies, such as engaging directly in the situation, can improve performance but at the cost of workers’ mental health. Conversely, distancing strategies protect well-being but may lead to lower performance.
The researchers identified six common strategies workers use to manage their emotions in these situations, including suppressing emotions, distracting themselves, avoiding conflict, modifying feelings, taking corrective action, or seeking support from others.
In a study involving teachers at a school for children with behavioural issues, the team found that while some strategies boosted performance, they often left teachers feeling mentally drained. On the other hand, strategies that prioritised emotional well-being resulted in poorer performance ratings from administrators.
Professor Sayre explained: “Unfortunately, rudeness and hostility are an increasingly common part of many customer-facing roles. Our research shows that employees responding to hostility face a difficult choice: either prioritise performance or protect their mental health.”
The researchers suggest that organisations can mitigate this problem by fostering a culture of mutual respect rather than adhering to the outdated “customer is king” mindset. Additionally, providing employees with training on various emotional regulation strategies and how to use them flexibly may help workers better balance performance and well-being depending on the situation.