Many theories in the sociology of emotions assume that emotions emerge from the cognitive consistency principle. Congruence among cognitions produces good feelings whereas incongruence produces bad feelings. A work situation is simulated in which managers give feedback to workers that is consistent or inconsistent with what the workers expect to get from their performance. Workers' emotional reactions are then obtained. The power and status of the managers is investigated. The findings reveal that how much time workers have to process their performance feedback, and the power and status of the managers, influence workers to feel good about feedback that is inconsistent with their expectations. These findings are consistent with the enhancement process. We suggest that the enhancement process be included in sociology theories on emotions. (Contains 9 tables and 10 notes.)