In general, people tend to set goals during their leisure time and, more importantly in this context, at the workplace. Goals are outcomes that have some value to the individual and are therefore motivating to engage in actions to achieve that goal (Locke & Latham, 2006). Locke and Latham (2006) showed that setting specific but difficult goals would lead to better performance, because one tends to have more motivation to complete tasks leading to those goals. Additionally, setting goals can promote intrinsic motivation and personal control and has been shown to be a significant predictor of increased job performance (Locke, Shaw, Saari, & Latham, 1981; Mento, Steel, & Karren, 1987; Locke and Latham, 1990). The literature suggests that performance, motivation, self-confidence and well-being can be positively influenced by personal goal setting (e.g. Wood and Bandura, 1989). This demonstrates the importance of setting goals in general, but also in the workplace. Thus, the interruption of these self-set goals by social demands could also impact well-being and general intrinsic motivation, besides work outcomes. Therefore, interrupting goals makes completing tasks later more difficult. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Should Not Be Banned"?Get an Original Essay Regarding goal setting and resulting performance, Barker (1963, 1968) proposed that activities Daily events can be separated into distinct episodes that appear in a sequence and are organized around goals, other people or thematic entities and are coherent. Behaviors are meant to be directed toward a desired outcome, which is what all episodic units have in common (Barker, 1963). Beal et al. (2005) linked these behavioral episodes to the workplace and proposed the concept of performance episodes. These episodes differ from behavioral episodes in that they focus only on work-related activities. Additionally, researchers have linked performance episodes to affective episodes, which complement the temporary effect of emotions and moods. Taken together, performance episodes and affective episodes are hypothesized to compete for the individual's resources, affecting attentional focus and task completion due to behavioral styles (Beal et al., 2005). Thus, feeling an intense emotion would lead to triggering an affective episode, interrupting the performance episode consisting of trying to achieve a goal by working on a task. Previous literature has also shown that moods and emotions, stimulated by social interactions, can influence work. behavior a lot. Examples of these work behaviors are behaviors related to workers' negotiation strategies (Forgas, 1998), momentary response tendencies related to performance (Weiss & Cropanzano, 1996), and prosocial behaviors (George, 1991). To summarize, social conflicts and the resulting emotions have been shown to lead to various outcomes and, therefore, it is worth analyzing strategies aimed at regulating emotions caused by social demands in the workplace .Social Connections: Resources and StressorsThe way one interacts with people, in this case supervisors, co-workers and colleagues, can have a strong influence on people's well-being. Sonnentag and Frese (2012) explain thesocial stressors at work such as aggression such as bullying, (sexual) harassment or simply interpersonal conflicts with supervisors, customers or others. As a result, higher turnover rates, lower job satisfaction, and lower organizational commitment may follow negative social interactions (Frone, 2000; Spector & Jex, 1998; Thomas, Bliese, & Jex, 2005). Additionally, Volmer, Binnewies, Sonnentag, and Niessen (2012) found that social conflicts at work can also extend to non-working time, making it difficult to detach from work and restore resources for future needs. Thus, social conflicts can not only lead to poorer performance at work, but also influence the individual's personal life. This assertion is supported by a finding by Fritz, Yankelevich, Zarubin, and Barger (2010), who showed that mental distance from work has a positive influence on general life satisfaction and a negative relationship with emotional fatigue. Emotional exhaustion, in turn, would likely be followed by less motivation to achieve one's goals the next day. This process would resemble a downward spiral for individuals, which should be interrupted at the beginning (Volmer et al., 2012). Social connections at work also serve as resources for individuals, essential for the smooth functioning of the workspace. Professional resources have an impact on the achievement of objectives, personal growth and development (cf. Bakker & Demerouti, 2007). Returning to the purpose of this article, effectively managing stressful or unpleasant social situations would restore these professional resources and maintain stable work performance, leading to the achievement of objectives. Based on these considerations, we proposed: Hypothesis 1: Social conflict at work is positively related to unfinished tasks. Emotion Regulation The basic idea is that social conflicts prevent people from completing their tasks, for example because they are distracted by thoughts of an argument. before or being in a tense emotional state that makes it difficult to concentrate on the task at hand. Beal et al. (2005) suggest that no matter where the distraction comes from, whether physical, psychological, or emotional in nature, the consequence is more limited task performance. This obstacle is caused by a disruption in the episodic memory process, which can be further explained by a finding by Thomas (1990), which suggests that there is a decline in the ability to think during an emotionally arousing situation. Furthermore, interactions or interruptions with work colleagues, for example, occupy attentional resources which subsequently diminish the abilities to complete work-related tasks (Jett and George, 2003). Distracting thoughts also persist over time and cause additional distracting thoughts (Klinger, 1996; Yee & Vaughan, 1996), thereby preventing individuals from completing other tasks. Referring to the idea that social conflict harms job performance, the resulting emotions should be examined in more detail. Gross, Sheppes, and Urry (2011) explained a three-level process in how emotions are generated. They suggest that emotions arise when an interaction between a person and a situation enhances attention, has reasonable meaning for the person, and leads to a multisystem response in the individual. This multisystem response can be coordinated but also flexible. This very general explanation is based on the fact that emotions can be both little.