Assessment of Cognitive Emotion Regulation Scale Scores among Control Room Operators

Introduction: Cognitive emotion regulation (CER) strategies define as cognition-based responses according to emotion-eliciting experiences that can change the type and severity of individuals’ reactions and behaviors. This modification may positively or negatively affect cognitive performance and therefore, it is a defining issue in the workplace. Notably, industries such as combined cycle power plants need to hire staff with a high cognitive ability to perform their duties in a highly efficient way. Since CER is of great importance for overall health and cognitive performance, we aimed to evaluate the state of CER among control room operators (CROs) in the Fars combined cycle power plant. Material and Methods: The CER questionnaire (CERQ) measures nine cognitive coping strategies (i.e., self-blame, other-blame, rumination, catastrophizing, positive refocusing, planning, positive reappraisal, putting into perspective, and acceptance) that are followed when an individual confronts negative events. The CERQ (short version) was administered to 57 male CROs at the Fars combined cycle power plant. The questionnaire also collected demographic data. Statistical analyses were performed using SPSS Version 25.0. For the normality test, Shapiro-Wilk was the method of choice. Results: Results of the CERQ scoring showed that the median with interquartile range (IQR) in appropriate and inappropriate categories were 3.50 (3.30-4.00) and 2.62 (2.25-3.06), respectively. Of note, age (39.07 ±6.19) and work experience (14.49±6.26) were not significantly correlated with the results of CERQ. Conclusion: Taken together, adaptive cognitive strategies (acceptance, positive refocusing, planning, positive reappraisal, and putting into perspective) were reported to be used more often than less adaptive strategies. In general, staff strategies were appropriate while facing a negative event. Although assessing CER in high-demand workplaces is necessary, factors such as managerial styles, job engagement, job satisfaction, and larger sample size should be further studied.