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Organizational Frustration: A Model and Review of the Literature
Abstract
Presents a model that describes the effects of frustrations on individual behavior in organizations. Included is a discussion of the definitional problems with the frustration construct as well as a brief overview of laboratory research. This research is used to develop a model of organizational frustration and its behavioral effects, including increased and decreased job performance, organizational aggression, absenteeism, and turnover. Supporting evidence is supplied by the few studies that have investigated frustration in field and simulated organizational settings. Frustration is shown to provide an alternative explanation to the effects of job dissatisfaction, inequity, and participation in organizational change. (41 ref) (PsycINFO Database Record (c) 2007 APA, all rights reserved)
... It is defined as the feeling of obstruction to achieving a goal or goaldirected activity and interference with the maintenance of that goal. In other words, frustration occurs when progress towards a desired end state or its preservation is hindered (Spector, 1978;Peters & O'Connor, 1980). This situation arises when the goal or desired state is disrupted, blocked, or removed, creating a state of frustration. ...
... Another reaction to frustration, especially when it is intense and repeatedly and completely blocks the achievement of important goals, is aggression. This aggression can manifest visibly or covertly and can be directed externally or internally (Spector, 1978). The second response to frustration is emotional, leading to a negative emotional state. ...
... The second response to frustration is emotional, leading to a negative emotional state. Emotional reactions to frustrating events can be defined as perceived frustration (Storms & Spector, 1987) and the ensuing negative emotional state, characterized by feelings of unpleasantness and agitation (Spector, 1978). These emotional responses are often considered a component of workplace stress. ...
... Further, to develop a measure for this construct, we adopt an entity-based perspective that focuses on interpersonal sources (e.g., coworkers, boss) of wasted time at work. This is important because not only does the interdependent nature of work mean that such entities consume substantial amounts of employees' time, but also people tend to be very sensitive and react strongly when others misuse their valued but limited resources, such as time (e.g., Perlow, 1999;Spector, 1978). Using this entity-based view, we execute the steps for scale development outlined by Hinkin (1998) and Cortina et al. (2020) to develop a psychometrically sound measure for wasted time perceptions. ...
... As noted, we use an entity-based view focused on employee perceptions that others have wasted their time. We do this since anecdotal evidence suggests that entities, such as coworkers, subordinates, and bosses are frequent sources of wasted time for employees in the workplace (e.g., Boogaard, 2020;Walker, 2020), and employees tend to be highly reactive to having their valued resources, such as time, misused or infringed upon by others (Perlow, 1999;Spector, 1978). Following Hinkin's (1998) steps for scale development, we begin below by defining our construct and building its underlying theory. ...
... Indeed, Spector (1978) explained that people feel frustration upon perceiving that something valuable has been taken away from them. Hence, when employees perceive that their time has been wasted, they are likely to experience frustration. ...
... Further, to develop a measure for this construct, we adopt an entity-based perspective that focuses on interpersonal sources (e.g., coworkers, boss) of wasted time at work. This is important because not only does the interdependent nature of work mean that such entities consume substantial amounts of employees' time, but also people tend to be very sensitive and react strongly when others misuse their valued but limited resources, such as time (e.g., Perlow, 1999;Spector, 1978). Using this entity-based view, we execute the steps for scale development outlined by Hinkin (1998) and Cortina et al. (2020) to develop a psychometrically sound measure for wasted time perceptions. ...
... As noted, we use an entity-based view focused on employee perceptions that others have wasted their time. We do this since anecdotal evidence suggests that entities, such as coworkers, subordinates, and bosses are frequent sources of wasted time for employees in the workplace (e.g., Boogaard, 2020;Walker, 2020), and employees tend to be highly reactive to having their valued resources, such as time, misused or infringed upon by others (Perlow, 1999;Spector, 1978). Following Hinkin's (1998) steps for scale development, we begin below by defining our construct and building its underlying theory. ...
... Indeed, Spector (1978) explained that people feel frustration upon perceiving that something valuable has been taken away from them. Hence, when employees perceive that their time has been wasted, they are likely to experience frustration. ...
Anecdotal evidence in popular literature abounds about how perceiving that others have wasted one’s time is a common workplace experience with potentially negative consequences. Yet, there is a dearth of rigorous empirical research into the subjective nature of this psychological experience and its effect on employees. A lack of construct clarity and the absence of a validated measure to assess perceptions of having one’s time wasted have held scholarship back. To stimulate research on this topic, building on the recent focus on subjective time in the literature on time and adopting an entity-based approach, we offer a definition of wasted time perceptions and develop and validate a measure of this construct. Our five-item measure of wasted time perceptions demonstrated strong psychometric properties across seven independent samples. Further, building on frustration–aggression theory, we demonstrate that wasted time perceptions predict core affective and behavioral outcomes in the management literature, above and beyond previously established predictors. We also show that our new measure is easily adaptable to, and differentiates across, different focal entities (e.g., boss, coworker, subordinate, customer) relevant to organizational scholars. Implications and future research directions are discussed.
... To address this question, borrowing insights from frustration-aggression theory (Fox & Spector, 1999) and the model of organizational frustration (Spector, 1978), we examine how academic frustration relates to different types of actions. Also, we distinguish among four potential "exit" options for academics: (intention to) create a spin-off, launch a startup, leave academia, or change university. ...
... Frustration arises from interference with the attainment or maintenance of goals, and specifically occurs when goal-directed activities are hindered (Spector, 1978). Interference with goal attainment can occur through the blocking of instrumental responses to achieve a goal or removing the goal so that responses are unable to achieve it (Rosselini & Selingman, 1975). ...
... The frustration-aggression theory holds that individuals who are hindered from achieving their goals develop frustration that may be manifested in aggressive behaviors, such as retaliation against the "guilty." Building on this, scholars focused on workplace frustration and its behavioral consequences (Robinson & Bennett, 1995;Spector, 1978;Storms & Spector, 1987). In this setting, individuals respond to frustration in different ways. ...
Academic careers come with many joys but are frequently accompanied by frustration. In the present study, we provide a multi-dimensional measure of academic frustration. Using a sample of 312 differently frustrated academics across the globe, our study develops a new perspective on academic frustration and academics' intention to stay or leave academia. We empirically investigate the interaction between academic frustration and scientific and entrepreneurial passion in predicting four different intention outcomes: spin-off, startup, leaving academia, and changing university. Our findings indicate that scientific passion positively determines the intention to stay in academia, whereas entrepreneurial passion prompts academics to opt out of academic careers when overly frustrated. This study contributes to multiple literature and offers practical implications for academics and institutions. From a policy perspective, we seek to provide guidance on how to deal with the intentions and actions of frustrated academics.
... In so doing, based on prior work on this matter (Petterson and Arnetz, 1998;Mikkelsen et al., 2005;Campbell Quick et al., 2007;Hill et al., 2019) we develop the concept of multiple layers of occupational health that encompass physical, psychological and psycho-social aspects. The presented research is based on the organizational model of frustration (Spector, 1978;Fox and Spector, 1999;Reio, 2011), which describes the effects of environmental sources of frustration on affective responses (i.e., frustration), which in turn affects behavioral responses and outcomes. In line with this model, we treat hidden work as a source of frustration, which stems from a superior source of frustration arising from environmental uncertainty and change (Serafini et al., 2020), where both act as enablers or inhibiters in achieving individual and organizational goals. ...
... Second, we seek to advance research on work frustration by examining it in the COVID-19 pandemic context. While the original model of work frustration specifies different sources of either mild or severe frustration (Spector, 1978), we complement it by proposing that hidden work arises from environmental sources of frustration due to an uncertain situation, thereby proposing a dual-layered model of sources of frustration. Moreover, we add a novel set of tested outcomes to the model of frustration, i.e., multiple dimensions of occupational health. ...
... Studies reported that the spatial distancing, self-isolation, quarantine, social and economic discord, and misinformation (notably on social media) were among the biggest factors contributing to unusual levels of sadness, fear, frustration, feelings of helplessness, loneliness, and nervousness (Ahorsu et al., 2020;Khan et al., 2020;Sakib et al., 2020). In the organizational model of frustration (Spector, 1978), frustrated events may be understood as situational constraints in the immediate work situation that block individuals from achieving valued work goals or effectively performing (Berkowitz, 1978;Lazar et al., 2006). Such constraints may also be viewed as an external environment of the COVID-19 situation and resulting levels of hidden work. ...
This study examines the effects of the COVID-19 pandemic over time. Specifically, we derive from the organizational model of frustration to propose and test a model of pandemic-induced hidden work affecting employees’ emotional responses of frustration along with behavioral responses and outcomes with respect to occupational health. We thereby develop a concept of multiple layers of occupational health that spans across stress, satisfaction with work–life balance (SWLB), burnout, subjective well-being, and physical health. Based on a longitudinal web-based survey of 198 working professionals conducted at seven points in time (1,143 data points, with 118 fully completed responses across all time points) for a wide range of industries in 2020, the study tests the proposed relationships using random coefficient modeling. The results show that COVID-19-situation-induced hidden work invokes emotional responses of frustration, which in turn influence outcomes referring to multiple layers of occupational health—positively affecting stress and burnout, and negatively influencing SWLB, subjective well-being, and physical health. Implications for research and practice are discussed.
... Frustration is the emotional response to destructive work experiences and usually arises when resources to attain the desired objectives are lacking or when a situation hinders or obstructs people's objectives (Fox and Spector, 1999;Anderson and Bushman, 2002;Reio, 2011). Prior evidence shows, as well as according to AET (Spector, 1978;Weiss, 1996), that role ambiguity and conflict could be the basis of frustration. Role conflict occurs when people experience conflicting or mismatched requirements (Biddle, 1986;House and Rizzo, 1972;Kahn et al., 1964;Rizzo et al., 1970), whereas role ambiguity indicates vagueness concerning which assignments and duties are component of the job (Biddle, 1986). ...
... Frustration and supervisor abuse Rooted in AET (Weiss and Cropanzano, 1996) and prior studies linking frustration with aggression (Eissa and Lester, 2017;Fox and Spector, 1999;Hershcovis et al., 2007;Reio, 2011;Spector, 1978), we can expect that frustration tends to produce supervisor abuse. Given that frustration entails feelings of hostility and bitterness, it results in situations that are difficult to handle and hinder work objectives; hence, frustration spills over in forms of aggression or dysfunctional activities. ...
... Given that frustration entails feelings of hostility and bitterness, it results in situations that are difficult to handle and hinder work objectives; hence, frustration spills over in forms of aggression or dysfunctional activities. Research suggests that frustration is linked with several detrimental outcomes, such as antisocial activities and colleague abuse (Spector, 1978). Moreover, negative feelings have a positive relationship with aggression, such that anger and anxiety are associated to supervisor abuse (Mawritz et al., 2014). ...
Purpose
On the basis of affective events theory, this study aims to examine the connection between work-related events (i.e. supervisor role ambiguity and role conflicts) and abusive supervision via emotion (i.e. supervisor frustration). This study also examines the moderating role of supervisor personality traits (i.e. neuroticism and conscientiousness).
Design/methodology/approach
This study collected lagged and multisource field data (472 subordinates and supervisors dyads) from the service organizations.
Findings
The data collected supported majority of this study’s hypothesized relationships regarding determinants of abusive supervision.
Practical implications
This study underlines what triggers supervisor abuse. This study also enables organizations with the intervention opportunity to reduce the effects of supervisor role ambiguity, role conflict, negative emotions and personality on triggering abusive supervision.
Originality/value
Prior research on abusive supervision has extensively focused on its outcomes, leaving a noteworthy research gap about what triggers abusive supervision. To fill this important gap in leadership literature, this study proposed and tested a research model of determinants of supervisor abuse. Thus, this study contributes to leadership and abusive supervision research. Implications and future research directions are discussed.
... From an evolutionary perspective, people respond to such discrepant events (e.g., encountering an information gap) with emotional tension referred to as frustration that signals that an individual need -(i.e., the need for specific information) is not satisfied (Jeronimus & Laceulle, 2017). Of the variety of negative emotions that employees can generally experience, frustration is a key negative emotion that is rooted in limitations and unresolved problems, entailing a discrepancy between expectation and reality (Jeronimus & Laceulle, 2017;Spector, 1978). In line with our reasoning, research found that impediments to an employee's work-related circumstances, such as inadequate equipment or incomplete information which hinder goal attainment, predict intense negative feelings of frustration (Lazar et al., 2006;O'Connor et al., 1984;Peters & O'Connor, 1980). ...
... Next, we propose that frustration as a negative affective reaction to information gaps at work can stall work goal progress and, thus, negatively affect employees' work engagement. Given that frustration is an intense negative emotion (Jeronimus & Laceulle, 2017;Spector, 1978), we posit that it is incompatible with being completely engrossed in one's work (i.e., absorption), feeling enthusiastic about one's work (i.e., dedication), and experiencing high levels of energy (i.e., vigor). Instead, frustration reflects a state of demotivation associated with counterproductive behaviors and withdrawal tendencies (Jeronimus & Laceulle, 2017;Spector, 1978), hindering employees from fully engaging in their work. ...
... Given that frustration is an intense negative emotion (Jeronimus & Laceulle, 2017;Spector, 1978), we posit that it is incompatible with being completely engrossed in one's work (i.e., absorption), feeling enthusiastic about one's work (i.e., dedication), and experiencing high levels of energy (i.e., vigor). Instead, frustration reflects a state of demotivation associated with counterproductive behaviors and withdrawal tendencies (Jeronimus & Laceulle, 2017;Spector, 1978), hindering employees from fully engaging in their work. Extant research provides initial empirical support for this notion, demonstrating that frustration at work is positively related to withdrawal and maladaptive responses as it interferes with an employee's ability to be immersed and enthusiastic about their work tasks (Lazar et al., 2006;Spector, 1978). ...
... The frustration-aggression theory (Dollard et al., 1939) states that frustration arises when an individual's efforts to achieve their goals are blocked or interrupted. According to the "context-feelingsresponse" model, frustrating context influences the incumbent's emotional and behavioral responses via feelings of frustration (Spector, 1978). Frustration is a negative feeling that arises when an employee's goal acquisition and maintenance are impeded by organizational factors, resulting in the sense of hindrance, failure, and an expectation gap (Spector, 1978). ...
... According to the "context-feelingsresponse" model, frustrating context influences the incumbent's emotional and behavioral responses via feelings of frustration (Spector, 1978). Frustration is a negative feeling that arises when an employee's goal acquisition and maintenance are impeded by organizational factors, resulting in the sense of hindrance, failure, and an expectation gap (Spector, 1978). Eissa and Lester (2017) also suggested that frustrating events in organizations (e.g., situational constraints) affect employees' feelings of frustration, which in turn affect behavioral responses (e.g., abusive behavior). ...
... According to Berkowitz (1989) and Dollard et al. (1939), frustration can result in aggressive behavior. When supervisors are frustrated by their manager's abusive behavior, they may develop destructive behaviors such as conflict with others (Spector, 1978). Eissa and Lester's (2017) study showed that supervisor frustration was positively related to abusive supervision. ...
Although previous research has shown that abuse can trickle down from managers to supervisors, it remains unclear why many abused supervisors do not perpetuate the abuse of their subordinates. To address this issue, drawing upon frustration‐aggression and self‐regulation theory, the current research investigated the underlying mechanism of frustration and the mitigative effects of self‐ and other‐compassion in the manager abuse—supervisor frustration—supervisor abuse circle. Across two field studies (a time‐lagged survey study, N = 381, and an experience sampling study, N = 66, with 593 daily observations), we find support for our arguments at both between‐ and within‐person levels. Our findings support that there is a positive indirect relationship between manager abuse and supervisor abuse via supervisor frustration and that the indirect effect is weaker among supervisors who possess higher levels of self‐ and other‐compassion. We discuss the implications for theory and human resource practice.
... The lack of research on the role of frustration in silence may also be because that prior research on frustration most frequently focused on its overt expressions through aggression or violence (e.g., Dollard et al., 1939). It is noteworthy; however, frustration is expressed through both proactive, aggressive behaviors, and passive or withdrawal-type behaviors (Spector, 1978;Fox & Spector, 1999;Le & Ho, 2020;Leander et al., 2020). Given our interests in politically charged work environments, where voicing can be risky, examining how even strong negative affective states like frustration may be muffled in the workplace is in order and carries significance. ...
... However, withdrawal is also a behavioral alternative in response to frustration (Spector, 1978;Storm & Spector, 1987). Indeed, prior research does reveal covert behavioral outcomes of frustration (e.g., Le & Ho, 2020;Leander et al., 2020). ...
... As mentioned earlier, frustration is when goal-achievement is interfered by situations (Storms & Spector, 1987). Spector (1978) suggests such interferences may occur both when goal attainment is hindered through blocking of instrumental responses to a goal, and when a valued goal is removed so that goal responses are no longer meaningful. In a workplace high in POP, both types of interference likely occur rather frequently. ...
Building on the affective event theory, we investigate the mediating role of job frustration in the relationship between perceptions of organizational politics (POP) and employee silence. We suggest that job frustration induced by POP leads employees to become more passive in organizational participation, reflected in increased employee silence. Results from data collected from 459 employees of an Iranian organization indicate that POP has both a direct and an indirect effect on various employee silence motives. The study extends prior research by examining an affective mechanism linking POP to employee silence. The results suggest that frustration may be expressed silently in politicized work environments. The study attests to the need to explore the role of context-relevant discrete emotion in organizational phenomena. It also points to the need for organizational leaders to identify the emotional undercurrent of employee silence and to reduce negative politics in organizations.
... From an evolutionary perspective, people respond to such discrepant events (e.g., encountering an information gap) with emotional tension referred to as frustration that signals that an individual need -(i.e., the need for specific information) is not satisfied (Jeronimus & Laceulle, 2017). Of the variety of negative emotions that employees can generally experience, frustration is a key negative emotion that is rooted in limitations and unresolved problems, entailing a discrepancy between expectation and reality (Jeronimus & Laceulle, 2017;Spector, 1978). In line with our reasoning, research found that impediments to an employee's work-related circumstances, such as inadequate equipment or incomplete information which hinder goal attainment, predict intense negative feelings of frustration (Lazar et al., 2006;O'Connor et al., 1984;Peters & O'Connor, 1980). ...
... Next, we propose that frustration as a negative affective reaction to information gaps at work can stall work goal progress and, thus, negatively affect employees' work engagement. Given that frustration is an intense negative emotion (Jeronimus & Laceulle, 2017;Spector, 1978), we posit that it is incompatible with being completely engrossed in one's work (i.e., absorption), feeling enthusiastic about one's work (i.e., dedication), and experiencing high levels of energy (i.e., vigor). Instead, frustration reflects a state of demotivation associated with counterproductive behaviors and withdrawal tendencies (Jeronimus & Laceulle, 2017;Spector, 1978), hindering employees from fully engaging in their work. ...
... Given that frustration is an intense negative emotion (Jeronimus & Laceulle, 2017;Spector, 1978), we posit that it is incompatible with being completely engrossed in one's work (i.e., absorption), feeling enthusiastic about one's work (i.e., dedication), and experiencing high levels of energy (i.e., vigor). Instead, frustration reflects a state of demotivation associated with counterproductive behaviors and withdrawal tendencies (Jeronimus & Laceulle, 2017;Spector, 1978), hindering employees from fully engaging in their work. Extant research provides initial empirical support for this notion, demonstrating that frustration at work is positively related to withdrawal and maladaptive responses as it interferes with an employee's ability to be immersed and enthusiastic about their work tasks (Lazar et al., 2006;Spector, 1978). ...
... During a pandemic, this emotion becomes even more plausible, as the prolonged and unpredictable nature of the crisis situation places exceptional demands on employees. Spector (1978) classifies job frustration as a negative emotion which can occur in different situations to different degrees at work (Farr and Ford, 1990). It is a negative response to workplace events (Spector, 1978) when employees are confronted with obstacles or disturbances in their personal work environment. ...
... Spector (1978) classifies job frustration as a negative emotion which can occur in different situations to different degrees at work (Farr and Ford, 1990). It is a negative response to workplace events (Spector, 1978) when employees are confronted with obstacles or disturbances in their personal work environment. These interruptions result in unsatisfied motivations and needs, as well as negative emotions (Fox and Spector, 1999). ...
... Information on what to do is an important resource that employees need during a crisis situation in order to continue with performing their daily work effectively (Heide and Simonsson, 2020). Such information delivered transparently is assumed to be an active antagonist to job frustration as timely, relevant and accurate work information counteracts the interruption of goal attainment (Spector, 1978). Thus, we hypothesize the following: ...
Purpose
The study focuses on the negative implications that an organizational crisis can have for individual employees. Specifically, it considers job-related uncertainty, negative emotions (anxiety and frustration) and job disengagement. Through the lens of the social exchange theory, it is argued that internal crisis communication needs to provide sufficient socioemotional resources to their employees in order to mitigate these negative outcomes. In particular, the study argues for internal crisis communication that fosters organizational transparency and organizational support to achieve these mitigating effects.
Design/methodology/approach
An online survey among employees in Austria was administered one year after the outbreak of the COVID-19 pandemic – this specific crisis context particularly evoked job-related uncertainty and negative emotions which are considered relevant drivers of job disengagement. The hypotheses were tested using structural equation modeling based on a sample of N = 410.
Findings
Results show that employees' perceptions of job-related uncertainty are strongly linked to job-related anxiety and frustration; job-related frustration, in turn, strongly influences job disengagement. Overall, employees' perceptions of organizational transparency and organizational support contribute both to prevent the risk of job disengagement; however, the processes how these effects evolve differ. Whereas organizational transparency works on the cognitive level via a reduction of employees' perceptions of uncertainty, organizational support shows its effect on the emotional level through a reduction of job frustration.
Originality/value
The study contributes to the scarce research on how internal crisis communication can address employees' uncertainty, negative emotions and job disengagement during a crisis. Moreover, despite the lack of organizational responsibility for creating the crisis, the study emphasizes organizational accountability to respond to the needs of its employees to mitigate negative effects.
... Employees perceive that the organization is responsible for their PCB by violating perceived obligations therefore, their frustration might be directed towards their organization. Organizational frustration is defined as interference with goal-oriented activities as well as interference with target maintenance (Spector, 1978). Organizational frustration may result in maladaptive behavioral responses (Storms & Spector, 1987). ...
... Reactions to frustration include behavior such as sabotage, interpersonal aggression, and withdrawal. Spector (1978) describes the organizational structure as interference with goal attainment. Some researchers have viewed frustration as an emotional reaction (Berkowitz, 1962) or a specific behavioral response (Marx, 1956). ...
... Frustration may be defined as the interference of goal attainment and interference with goal maintenance (Spector, 1978). Consistent with AET, employees may appraise PCB as a negative event due to which employees may experience frustration towards their organization, therefore hypothesized relationship will be the following: ...
... When individuals actually receive the outcome (e.g., grade or interpersonal treatment) they feel they deserve based on their contributions and the corresponding ratio of a comparison other (e.g., another student), the exchange is considered fair and equity is assumed to exist. On the other hand, when equity is blocked by injustice, individuals experience emotions such as frustration, anger, and resentment that motivate them to eliminate or reduce the inequity (Adams, 1965;Deutsch, 1985;Homans, 1961;Spector, 1978;1997;Walster et al, 1978). ...
... The results observed here are consistent with the equity restoration process described earlier (Adams, 1965;Deutsch, 1985;Homans, 1961;Spector, 1978;1997;Walster et al., 1978). According to equity theory, students are likely to experience dissatisfaction and distress when they feel they have been treated unfairly. ...
The present study investigated potentially destructive instructor and student communication. In particular, it examined the relationships between instructor use of antisocial behavior alteration techniques (BATs), student perceptions of instructor interactional justice, and students' likelihood of indirectly aggressing against their instructors. Results indicate that student perceptions of instructors' use of antisocial BATs and instructor interactional injustice predicted increased student indirect aggression. In addition, student perceptions of instructor antisocial BAT use and interactional justice were negatively correlated and interactional justice was a stronger predictor of student indirect aggression than was instructor antisocial BAT use.
... Secondly, when involved in a strained interpersonal relationship, people can feel frustrated. Frustration as an emotional state formed due to confrontation in a tense situation, can make workers feel negative emotions or low self-affirmation (Spector, 1978). These reactions can make people wrongly perceive frustrations in the external environment, which results in different degrees of deviant behaviors. ...
... According the frustration-aggression model, as adversities emerge, workers usually have passive emotional reactions, and then, perform the corresponding behaviors (Fox & Spector, 1999). Many studies have mentioned that frustration and withdrawal behavior are important influencing factors, and when workers are involved in unreasonable work incidents in the workplace, or violate the organization's specifications or labor laws, they may withdraw from the workplace to avoid punishment (Spector, 1978). However, according to the results of this study, when being confronted by WEB, workers become unsatisfied with their work due to frustration, but may not withdraw from their work. ...
Recent studies have started to probe into workplace emotional blackmail (WEB); however, the constructs of the concept are still unclear, and no scales with good credibility and validity have been developed. This study is divided into three parts, namely establishing the concept of WEB, developing measuring tools for WEB, and probing into its operating mechanism. In Research 1, the definition and dimensions of WEB were proposed, item-sort task and subject-matter experts were invited to examine the content validity of the construct, and a total of two WEB dimensions were extracted. In Research 2, three separate samples were employed to assess the psychometric properties of a 10-item self-reported WEB scale. In Research 3, the influences of WEB on workers’ job outcome were further examined, and its psychological mechanism was discussed from the perspective of stress theory to establish a nomological network accordingly. The results can provide evidences regarding the psychometric soundness of WEB, which can be used to evaluate workers’ confrontation of WEB. In the final stage of this study, the theoretical and practical contributions of WEB are discussed, and the research directions for applying new measures in the future are provided.
... The frustration with the organization motivates employees to be engaged in retaliatory responses (Brief and Weiss, 2002;Forgas and George, 2001). Hence employees more often respond to frustration in different forms of aggression, and employees shift their response in a less direct form, especially when they have an anticipation of punishment (Spector, 1978). So, the employees psychologically withdraw themselves when they experience frustration and engage in distractor activities rather than work on assigned tasks, as engagement in such activities reduces their frustration and helps them gain the lost resources in due course (Gonz alez-G omez and Hudson, 2023). ...
... This finding adds to the literature by revealing that employees who perceive their organizational rules, regulations and policies as interfering with the accomplishment of their goals generally feel frustration toward their organization. This emotional state is a result of interference with goal achievement, goal-oriented activities and goal maintenance (Spector, 1978) and leads to JN. This finding supports the existing literature that negative emotions cause non-hostile behaviors (Fida et al., 2015;Kiefer, 2005;Ugwu and Nnamah, 2022). ...
Purpose
Employees of Pakistani public sector organizations feel thwarted toward their goal attainment because of strict adherence to rules and regulations and tall hierarchies existing in this region. Therefore, keeping in view the harmful effects of perceived organizational obstruction, the aim of the current study was to investigate the perceived organizational obstruction as an attribution that triggers job neglect through perceived organizational frustration. Harvey’s expanded attribution-emotion model of workplace aggression and an attributional perspective on workplace aggression provide the theoretical justification. Moreover, the moderating role of self-control was proposed to mitigate the indirect effect of organizational obstruction on job neglect through perceived organizational frustration.
Design/methodology/approach
A three-wave data collection was done by using a close-ended questionnaire distributed to a total of 600 administrative employees of public sector organizations operating in Rawalpindi/Islamabad (Pakistan). However, matching three times and discarding the incomplete questionnaires led to a sample of 375 on which the analysis was done.
Findings
Perceived organizational obstruction positively predicted job neglect. Likewise, organizational frustration mediated the aforementioned link. Moreover, the higher level of self-control weakens this underlying process by suppressing job neglect behavior.
Originality/value
The current study added to the limited literature on public sector organizations that has taken perceived organizational obstruction as a predictor variable. Moreover, this study explains how this phenomenon translates into non-hostile behavior that is difficult to identify and punish in public sector organizations. Moreover, the trait of self-control is added to the literature of non-hostile behaviors that dampen the impulsivity to indulge in job neglect.
... Organizations strive to reduce the severity of at work and its negative effects on individuals by facilitating continued interaction among employees in the organizations and the interactions of employees with organizations and their parts [57]. Organizations may also invest in efforts to comprehensively use their human resources (HR) by forming an administrative philosophy that positively impacts employees and their jobs, thereby increasing capabilities and improving job performance. ...
... This outcome may be due to the fact that workers in this sector who experience OS are not discouraged from speaking up and addressing their concerns and the pressures they face at work. Rather, they adapt to the situation, thereby avoiding animosity, rage, absenteeism [57], intention to leave work [19], or reduction in commitment [18]. Consequently, they may not experience feelings of hopelessness or frustration in their work, which is reflected in the lack of significant effect of OS on OF. ...
In today's competitive business landscape, organisational dynamics like silence, isolation, and cynicism deeply influence employee well-being. Understanding these is vital in the private sector for a productive and harmonious workplace. This study examined the impact of organisational silence (OS), organisational isolation (OI), and organisational cynicism (OC) on occupational frustration (OF) among private sector employees in Oman. A survey was conducted, and the collected data were analysed using structural equation modelling (SEM) with SmartPLS software. The final sample size included 390 participants. The results indicated that OI and OC were significant predictors of, while OS did not show a significant impact. The findings suggest that decreasing OI and OC in the workplace can contribute to a decrease in OF among employees. The study provides recommendations for organizations to improve their policies and work practices to alleviate occupational frustration among their employees. This research highlights the importance of addressing organisational factors to enhance employee well-being and job satisfaction in the workplace.
... Frustration may occur when individuals feel that they are unable to perform as desired, for example, caused by external hindrances such as new structures or policies (Liu and Perrewé, 2005). As frustration has negative consequences for organizations and impairs performance (Spector, 1978), its occurrence should be minimized. ...
The dynamics and frequency of change in today’s workplaces force organizations to address the question of how to create optimal conditions for facilitating adaptation to change. Identifying critical factors that affect performance and well-being in change situations can help answer this question. Given the need for applied research in this area, the aim of this paper is to investigate whether the way of change implementation has an impact on performance and well-being. Additionally, retentivity and specific self-efficacy as individual factors are exploratorily investigated. In an experimental study, seventy-one participants learned and trained specific manufacturing steps in a simulated production environment. Subsequently, they had to adapt the trained task execution as some of the previously learned manufacturing steps were subject to change. The changes were implemented a) either in a stepwise manner or b) all at once. The executed manufacturing steps were recorded, enabling the calculation of task execution time and classification of adaptation errors. The results of Mann-Whitney-U-tests showed that the stepwise introduction of changes led to significantly faster task execution time than the change introduction all at once. Additionally, descriptive statistics indicated fewer adaptation errors but higher frustration. Our exploratory analysis showed a significant negative relationship between retentivity and task execution time, as well as between specific self-efficacy and frustration. Stepwise change introduction seems to be beneficial for adaptation, even though emotional responses and individual factors must be considered.
... Existing studies also provided support that JE is a personal resource and has the potential to minimize the negative relationship (Ampofo and Karatepe, 2022). On the other hand, JF is negative behavior arising from unfavorable workplace events (Spector, 1978) this frustration stems from adverse behaviors and ultimately leads to detrimental outcomes. In this way, through individual and serial mediation (i.e. ...
Purpose
Based on the conservation of resources (COR) theory, this study seeks to investigate how job embeddedness (JE) and job frustration (JF) as serial mediators linking abusive supervision (AS) to project performance (PP) in the construction industry.
Design/methodology/approach
Data were gathered from 297 respondents working in six organizations involved in large-scale construction projects. The respondents were project managers, field engineers, consultants and civil engineers. Partial least squares structural equation modeling was used for data analysis and hypothesis testing.
Findings
The study findings indicate that JE and JF mediate AS’s impact on PP. The findings further reveal that JE and JF serially mediated the linkage between AS and PP.
Originality/value
This manuscript contributes to the relevant knowledge by investigating the overlooked psychological mechanisms of JE and JF between the linkage of AS to PP. The results of this study hold significant implications for both theoretical research and management practices.
... We believe this simplification is justified for two reasons. First, the term frustration is often associated with thwarted progress towards one's work objectives (e.g., Spector, 1978). Second, we believe frustration reflects the modal level of emotional intensity in response to below-referent velocity. ...
Previous research has found a consistent trade-off between speed and accuracy. Whereas completing work tasks quickly is generally associated with increased mistakes, slowing down allows individuals to work in a more careful and accurate manner. However, this previous work has not considered the implications that subjective speed perceptions have for accuracy. To this end, we draw on control theory accounts of goal progress velocity, which predict that feeling slow is associated with negative emotional experiences. We argue that slow perceived progress is frustrating, and that this frustration can hinder accuracy. We tested our hypotheses using an experiment in which participants (N = 92) completed a work simulation. Importantly, actual speed was held constant across conditions, and instead we manipulated participants’ subjective interpretations of their rate of progress. As expected, feeling slow was associated with increased frustration, which in turn was negatively associated with accuracy. The results of this study imply that, contrary to the typical finding of a trade-off between speed and accuracy, there are situations in which slowing down can actually hinder accuracy. Therefore, the current research adds important nuance to the literature on speed-accuracy trade-offs. Additionally, this research provides the most direct test of control theory predictions regarding velocity to date. We conclude with a discussion of the implications of these results for both theory and practice.
... Frustration is referred to as an emotional condition stimulated when an employee is unable to achieve desired outcomes and goals (Spector, 1978), frustration undermines an employee's performance, psychological well-being, and job satisfaction. Previous research emphasized various outcomes of frustration like the interplay of emotions and behavior as discussed by (Fox & Spector, 1999) and found frustration contributes to counterproductive work behavior. ...
Public sector organizations are considered to be more vulnerable to exhibit bad management practices in Pakistan due to despotic leadership styles. This study investigates the link among despotic leaders and the counter productive work behavior of followers. The study examines the emotional attitude as the outcome of despotic leadership and predictor of deviant behavior in a parallel manner and psychological capital as boundary condition that mitigate the indirect relationship of despotic leadership and the counter productive work behaviors. Data was gathered through two-wave research design from 326 employees of Pakistan’s public sector organizations through questionnaire and Google forms. Structural Equation Modeling (SEM) was utilized to examine relationships, such as mediations and moderation effects between the contextual variables. The results established that the followers of despotic leadership felt disgusted, frustrated, and behaved deviant in the organization. Moreover, we found psychological capital behavior as moderator in the relationship. Authoritative behaviors, poor communications, unethical conducts and deprived managerial skills produce emotionally exhausted followers. The study suggests formal training of leaders and followers concurrently. Based on Social exchange theory, this research might be the foremost study that has examined the emotional attitudes and in parallel, underlying mechanism to explain leader-follower give-and-take relations. Moreover, psychological capital as an important key personal resource that mitigate this relationship theoretically by integrating conversion of resources theory.
... While many defined that personality traits such as conscientiousness, emotional instability and agreeableness can also have a substantial relation with CWB (Kundi & Badar, 2021). While, traditional researchers have focused CWB from the point of view of equity theory and theories of aggression (Spector, 1978), present researchers have explored it from the point of view of presence of frustraters and stressors at workplace as well (Pletzer, 2021). Till now, various forms of CWB have been associated to Machiavellianism, however, one of the personality traits e.g. ...
The aim of the current research is to analyze the set of conditions under which narcissism highly affects counterproductive work behavior. Specifically, the study analyzes the role of work stressors to establish the strong relationship between narcissism and counterproductive work behavior. Using sample data from administrative staff of public and private sector universities, the study found support that narcissism has a significant impact on counterproductive work behavior directly and in the presence of work stressors. It is also evident that the work stressors partially mediate the relationship between narcissism and counterproductive work behavior. Counterproductive work behavior is a most painful situation for today's workplace, and the results of this study heslp managers in understanding employees' behavior in the presence of work stressors. On the basis of the findings, managers will be able to craft administrative policies to avoid work stressors that induce negative emotions and consequently counterproductive work behavior.
... Most employees find their coworkers as the hindrance in their task performance; sometimes, there may be other sources of hindrance, maybe the organization itself or its rules or biased behavior with some employees [83]. When an employee's goal is not achieved just because of the organization or organizational context, his reciprocated behavior will be aggressive [84,85]. Perceived organizational obstruction (POO) has been explored in recent studies, examining its influence on job satisfaction and related aspects. ...
Workplace harassment is the most disliked behavior; it is about entering others' private space. It has dangerous consequences if the organizations do not control it. Perceived Incivility is a low-intensity deviant behavior that tends to apply damaging behavior; it may cause a wide range of mistreatment. This study investigates the effect of workplace harassment on organizational Cynicism in Pakistan, with the mediation of perceived Incivility and the moderating role of perceived organizational obstruction. Based on a sample of research students from various fields and institution types, the analysis supports the hypothesis that workplace harassment is positively related to perceived Incivility and organizational Cynicism.
Furthermore, perceived Incivility is positively related to organizational cynicism and may mediate the relationship between workplace harassment and organizational cynicism. However, contrary to expectations, perceived organizational obstruction appears to weaken rather than strengthen the relationship between perceived Incivility and organizational cynicism. The findings have important implications for understanding the complex interplay between workplace harassment, Incivility, organizational obstruction, and Cynicism and for developing interventions to mitigate the negative impact of harassment on employees and organizations.
... In this perspective, any deliberate harm in the workplace would qualify as aggressiveness (Baron and Neuman, 1996). Aggression can take various forms, from overt expressions against a person, whether verbally or physically, to covert actions carried out in secret with the intention of causing harm (Spector, 1978). Overt acts may include strikes, work slowdowns, grievances, or lawsuits, while covert acts can involve sabotage, secret withholding, and stealing. ...
Purpose
This study examines the impact of interpersonal conflict on workplace aggression. Moreover, the moderating role in the association between interpersonal conflict and workplace aggression has been examined.
Design/methodology/approach
The research is grounded on the cognitive appraisal theory, which posits that interpersonal conflict contributes to aggression in the workplace. A sample of n = 250 employees from the steel industry in India was selected in two waves. The authors utilized Hayes' PROCESS macro v4.1 for path analysis.
Findings
The research reveals that interpersonal conflict is positively and significantly related to workplace aggression. Moreover, organizational climate is negatively associated with workplace aggression. The moderation analysis has revealed that organizational climate negatively moderates the relationship between interpersonal conflict and workplace aggression.
Practical implications
This study suggests that recognizing the significance of the organizational climate, companies can proactively curtail the progression of disputes into hostile behaviors. Nurturing a positive workplace climate becomes paramount, as it acts as a buffer against conflict escalation. Educating both staff and managers about the diverse forms of aggression and implementing appropriate protocols to address such behaviors are crucial steps toward fostering a positive climate.
Originality/value
This study provides new insights into the existing literature on workplace aggression, interpersonal conflict and organizational climate for future research.
... The basic idea of organizational frustration is of two fold; one is that there are organizational or situational factors associated with constraint that contribute to individual frustration with the organization and two; that the individual reaction to frustration can take the form of withdrawal behavior, task performance and abandonment of good goal (Heacox & Sorenson, 2004). Beside task performance, the work on frustration has been concerned with aggression (Spector, 1978;Storms & Spector, 1987). ...
The study investigated the moderating role of work ethics in the relationship between organizational frustration and employee silence among Anambra State Civil Servants. The study adopted a correlation design and moderated regression statistics to test the three (3) hypotheses of the study. The sample was five hundred and twenty-nine (529) civil servants (222 males and 307 females) selected from nine (9) local government councils in Anambra State. The ages of the participants ranged from 26 to 58 years, with an average age of 42 years and standard deviation of 3.50. The participants were drawn using multi-stage sampling techniques in which purposive sampling was used to determine the choice of samples, whereas systematic sampling was used to samples, whereas systematic sampling was used to select the participants' local government areas while simple random sampling was used to select the individual participants for the study. Study made use of three (3) research instruments for data collection, namely; organizational frustration scale, multi-dimensional work ethnic's scale and employee silence scale. The result revealed that Organizational frustration had positive and significant predictive effect on employee silence at = .06, P < .001 (n = 529). Also, the predictive effects of work ethnics on employee silence was negative and significant at =-.66, P < .001 (n = 529). For the moderation output, moderation estimate is indicative that when work ethics was added to the predictive relationship between organizational frustration and employee silence, the predictive estimate of the relationship was reduced from = .06 to .02 , P < .001 (n = 529). The study recommended that civil service act be revised to mitigate factors which frustrate employees while promoting employee voice and proactively.
... Berdasarkan Tabel 6 dapat diketahui bahwa "pengalaman frustrasi" CB3 mendapat skor yang paling rendah, yaitu 1,73. Definisi Spector (1978) banyak digunakan untuk mendefinisikan Hadi, Muhammad Sofyan frustrasi yang dikaitkan dengan pekerjaan. Menurutnya, frustrasi terhadap pekerjaan adalah gangguan yang dialami seseorang ketika menemui hambatan dalam beraktivitas atau mencapai tujuan dalam pekerjaan. ...
The front office plays a crucial role in establishing the hotel's reputation in the perception of the customers. Hence, it is imperative to evaluate the efficacy of the front office personnel in order to guarantee client satisfaction during their stay. Nevertheless, as a result of the frequent and intense face-to-face interactions with guests, front office personnel are susceptible to burnout and frequently encounter various stressful situations and demanding expectations. This study aims to ascertain the burnout phenomenon among front office workers at The Phoenix Hotel Yogyakarta amidst the epidemic. The burnout identification in this study pertains to the notion of the Copenhagen Burnout Inventory (CBI) as proposed by Kristensen et al. (2007). This studyutilizes the three dimensions of customer-related burnout in CBI. The research results of a survey yielded several conclusions. First, front office personnel at The Phoenix Hotel Yogyakarta encountered burnout at a relatively low level, with a mean score of 1.98. Second, the results show that 'hard to work with guests' and 'drained energy' are the experiences that received the highest score (χ=2.18). However, the score still indicates a 'low' degree. Meanwhile, the experience that received the lowest scoren was the 'frustration experience' (χ=1.73). The frustration experience is rated as 'very low'.
... The nature, number and influence of these dimensions have been the subject of research across disciplines, ranging from psychology (Smith & Ellsworth, 1985), to management (Agrawal et al., 2013) to marketing (Bagozzi et al., 1999) and consumer emotions (Ruth et al., 2002;Watson & Spence, 2007). However, beyond early work on frustration (Spector, 1978) and emotions in general (Smith & Ellsworth, 1985), research investigating consumer frustration is sporadic, with no systematic examination of the appraisal dimensions explaining this emotion. ...
Research is still scarce regarding how cognitive appraisals of multiple service failure cues combine to generate customer anger in a service failure context, and the role of emotional regulation strategies (suppression and reappraisal) in mitigating this emotion. Using a vignette experimental method of a service failure situation with 971 participants, we show that appraisals of goal-blocking, other responsibility, and low control act jointly in an undifferentiated way to increase anger in a non-linear fashion and find that emotional suppression is beneficial for coping with anger in situations with multiple anger-evoking cues. Conversely, reappraisal is more effective when there are fewer anger-triggering cues. This result challenges the dominant view that reappraisal is preferable to suppression in coping with negative emotions.
... We further propose that employees' cognitive overload is linked to frustration at work. Out of the variety of negative emotions that employees can generally experience, frustration is a key negative emotion that has its roots in limitations and unresolved problems (Jeronimus & Laceulle, 2017;Spector, 1978). Frustration arises if employees' goals are blocked or interrupted and it is linked to employees' expectation that obstacles are unlikely to be overcome (Y. ...
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Change is omnipresent in contemporary organizations. Employees’ change support (i.e., the provision of time, energy, and contributions to a change process) is a crucial reaction for change to be successful, while employees’ frustration (i.e., an intense negative feeling of deprivation) is a counterproductive reaction. Yet, research only recently began to consider work design as an environmental characteristic that can foster the development of new perspectives and thus be beneficial for employees’ change support. We expand this research and draw from the work design growth model to argue that job autonomy and job complexity have more nuanced roles in predicting change support than accounted for in the traditional work design literature. Specifically, we propose that job complexity can be a facilitator of change support through its positive effect on employees’ active exploration of new ideas (engaging pathway). However, it can also cause cognitive overload in employees, which leads to frustration (straining pathway). This ambivalent nature stands in contrast to job autonomy, which we expect to positively impact change support both via the engaging and straining pathways. Further considering the embeddedness of change in the social context, we explore the moderating role of high-quality contact with colleagues. Data from a 3-wave study with 643 employees supported the beneficial role of job autonomy and pointed to job complexity as a double-edged sword that facilitates change support but also leads to more frustration. High-quality contact strengthened the positive effect of job autonomy on active exploration, with positive downstream consequences for change support.
... There is no universally accepted definition or terminology for workplace deviance, but these terms are often used to describe deviant behavior in the workplace. Spector (1978) may have been the first to advocate for this approach in describing organizational aggressiveness as activities meant to hurt the organization. However, no commonly acknowledged definition or terminology has been established regarding workplace deviance. ...
Background: The healthcare environment is becoming increasingly competitive to meet patients’ expectations and demands. Despite the nurses’ best efforts to provide the finest services, they often receive complaints from people dissatisfied with the services they receive. There are reports claiming nurses as violent and unethical in their duties. This condition causes constant stress among nurses, translating into trait anger and negative affect. The present work aimed to examine the influence of trait anger and negative affectivity on deviant workplace behavior with the mediating role of moral disengagement.
Methods: This cross-sectional correlational study was conducted in the general hospitals of the northern, southern, east coast, and central Malaysia’s regions from January to June 2020. The study sample included 387 nurses recruited by proportionate stratified random sampling. The data were collected using negative affect scale, deviant workplace behavior scale, trait anger scale, and moral disengagement scale. Then, the obtained were analyzed using partial least squares path modeling (PLS-PM) with SMART PLS software, version 3.2.8.
Results: The results of the PLS-PM suggested that trait anger contributes to deviant workplace behavior (β=0.245, P=0.001). Also, this study discovered that moral disengagement mediates the relationship between trait anger, negative affectivity, and deviant workplace behavior among nurses.
Conclusion: This study enriches the knowledge of deviant workplace behavior in healthcare settings, specifically Malaysia’s public healthcare sector. In the future, similar studies should be performed in private hospitals to improve the generalisability of the findings.
... Prior research suggests that frustration is a particularly relevant emotion linking velocity and SCBs. Frustration is characterized by annoyance, irritation, and exasperation (Spector, 1978). Importantly, frustration is often experienced in response to obstacles and impediments during goal pursuit (Audirac, 2008;Fox & Spector, 1999;Roseman et al., 1994). ...
Employees often have a great deal of work to accomplish within stringent deadlines. Therefore, employees may engage in shortcut behaviors, which involve eschewing standard procedures during goal pursuit to save time. However, shortcuts can lead to negative consequences such as poor-quality work, accidents, and even large-scale disasters. Despite these implications, few studies have investigated the antecedents of shortcut behaviors. In this research, we propose that employees engage in shortcut behaviors to regulate their velocity (i.e., rate of progress). Specifically, we predict that when individuals experience slower-than-referent velocity, they will (a) believe that the goal is unlikely to be met via standard procedures and (b) experience feelings of frustration. In turn, we expect these psychological states to be related to the perceived utility of shortcuts, especially when shortcuts are perceived as viable means to achieve the goal. Finally, we predict that the perceived utility of shortcuts will be positively related to actual shortcut behaviors. We tested these predictions using a laboratory experiment in which we manipulated velocity and unobtrusively observed shortcuts (Study 1, N = 147), as well as a daily diary study in which employees reported their velocity and shortcut behaviors over 5 consecutive workdays (Study 2, N = 395). Both studies provided support for our predictions. In sum, this research provides evidence to suggest that the experience of slow progress can lead to shortcuts not only by casting doubt on employees’ perceived likelihood of meeting the goal but also by producing feelings of frustration.
... Weiner's model further indicates that when a negative outcome is attributed to an external factor, feelings of anger and frustration typically follow. Anger is defined as "an emotion that involves an appraisal of responsibility for wrongdoing by another person or entity and often includes the goal of correcting the perceived wrong (Gibson & Callister, 2010, p. 3)"; meanwhile, frustration refers to a negative emotion formed in response to negative workplace event which interferes with the goal attainment or goal maintenance (Spector, 1978). According to attribution theory (Ilies et al., 2012;Roseman et al., 1994;Weiner, 1985), mistreated employees feel angry when they believe that the situation is controllable, whereas mistreated employees feel frustrated when they believe that the situation is uncontrollable. ...
The present research examines employees' different emotional and behavioral reactions to customer mistreatment, as well as the individual-level and group-level moderators for this effect in the hospitality setting. Data are collected at two points in time from 405 hotel employees working under 73 hotel supervisors in southern China. Results of path analysis in Multilevel Structure Equation Modeling (MSEM) reveal that employees who feel angry after receiving customer mistreatment engage in more sabotage against customers, whereas employees who feel frustrated after being mistreated by customers are more likely to disengage from their work. Additionally, the indirect effect of customer mistreatment on employee sabotage against customers via anger was positive when employees make lower level of internal attribution or work under supervisors who created lower supervisory support climate; the indirect effect of customer mistreatment on employee's work disengagement via frustration was positive when employees make lower level of internal attribution.
... Prior research suggests that frustration is a particularly relevant emotion linking velocity and SCBs. Frustration is characterized by annoyance, irritation, and exasperation (Spector, 1978). Importantly, frustration is often experienced in response to obstacles and impediments during goal pursuit (Audirac, 2008;Fox & Spector, 1999;Roseman et al., 1994). ...
Employees often have a great deal of work to accomplish within stringent deadlines. Therefore, employees may engage in shortcut behaviors, which involve eschewing standard procedures during goal pursuit to save time. However, shortcuts can lead to negative consequences such as poor-quality work, accidents, and even large-scale disasters. Despite these implications, few studies have investigated the antecedents of shortcut behaviors. In this research, we propose that employees engage in shortcut behaviors to regulate their velocity (i.e., rate of progress). Specifically, we predict that when individuals experience slower-than-referent velocity, they will (a) believe that the goal is unlikely to be met via standard procedures and (b) experience feelings of frustration. In turn, we expect these psychological states to be related to the perceived utility of shortcuts, especially when shortcuts are perceived as viable means to achieve the goal. Finally, we predict that the perceived utility of shortcuts will be positively related to actual shortcut behaviors. We tested these predictions using a laboratory experiment in which we manipulated velocity and unobtrusively observed shortcuts (Study 1, N = 147), as well as a daily diary study in which employees reported their velocity and shortcut behaviors over 5 consecutive workdays (Study 2, N = 395). Both studies provided support for our predictions. In sum, this research provides evidence to suggest that the experience of slow progress can lead to shortcuts not only by casting doubt on employees' perceived likelihood of meeting the goal but also by producing feelings of frustration. (PsycInfo Database Record (c) 2022 APA, all rights reserved).
Despite the extensive exploration of emotions in educational leadership, the sense of frustration among school principals remains understudied. Educational leaders encounter a unique form of frustration as they navigate through high responsibility, restricted authority, and a distinct altruistic motivation. The study aims to understand the varied reasons and meanings attributed to feeling of frustration among elementary school principals, addressing two central questions: (1) What do elementary school principals note as the reasons for their feelings of frustration at work? (2) What are the different expressions that elementary school principals attribute to their sense of frustration? Nineteen semistructured face-to-face interviews unveil four key themes: Bearing the responsibility alone, a sense of powerlessness and lack of authority, criticism from stakeholders, and confronting multiple demands. The findings provide valuable insights into the nuanced nature of principals’ perceived sources of frustration in their professional roles.
Counterproductive work behaviors (CWB) are widespread in Indian organizations. The objective of this study is to construct a culture specific tool (directed towards Indian population) that would not directly question an employee but could still gauge his propensity to indulge in counterproductive work behaviors. This tool is designed to have two dimensions-rating of counterproductive work behavior (CWB Rating) and respondent's propensity to indulge in counterproductive work behavior (CWB Self). Day to day work situations were presented followed by two sets of questions (one for each dimension). The responses were taken on a four point rating scale. Four categories of behaviors were identified from the pool of behaviors, these were lying, production deviance, bullying and aggression based on a pilot study which showed highest prevalence of these behaviors in Indian Organizations. The methodology for tool development process took place in three stages: stage 1, focusing on instrument development, stage 2, focusing on instrument refinement and stage 3, focusing on instrument validation. The sample consisted of 352 employees working both in public and private sector organizations. The age varied from 20 to 60 years. The sample was drawn from organizations based in Delhi. Split half reliability of these scales was found to be .91 and .90 respectively. The results of Confirmatory factor analysis showed that two factor structure had an acceptable fit. The tool justified the objective with which it was constructed.
Kelloway, Loughlin, Barling ve Nault (2002) tarafından geliştirilen Üretkenlik Karşıtı İş Davranışları Ölçeği’nin Türkçe uyarlamasının yapılması amaçlanan bu çalışma iki farklı örneklemden veri toplanarak gerçekleştirilmiştir. Bu kapsamda 421 öğretmenden veri toplanarak gerçekleştirilen birinci araştırmada açıklayıcı faktör analizi yapılarak ölçeğin faktör yapısı ortaya konulmuştur. Ayrıca ölçeğin iç tutarlılığını tespit etmek üzere madde analizi ve iç tutarlılık katsayısı hesaplanmış ve doğrulayıcı faktör analizi ile faktör yapısı test edilmiştir. İkinci çalışmada 502 özel sektör çalışanından veri toplanmış ve olumlu iş davranışları, iş tatmini ve örgütsel vatandaşlık davranışları ölçekleri kullanılarak ölçeğin ayrışma, birleşme ve ölçüt bağımlı geçerlilikleri belirlenmiştir. Çalışmada kullanılan Üretkenlik Karşıtı İş Davranışları Ölçeği’nin iç tutarlılığı Cronbach Alfa katsayısı kullanılarak hesaplanmış ve 0,95 bulunmuştur. Yapılan açıklayıcı ve doğrulayıcı faktör analizleri sonucunda elde edilen bulgular Üretkenlik Karşıtı İş Davranışları Ölçeği’nin Türkçe çalışmalarda kullanmak üzere güvenilir ve geçerli olduğu ortaya konulmuştur (χ2=51,02; df=35; χ2/df=1,46; TLI=0.99; CFI=0,99; RMSEA=0,033).
Purpose
The purpose of this study is to investigate the effect of supervisor bottom-line mentality on subordinates’ frustration and subsequent attitudes (turnover intention, affective commitment and job satisfaction) and the moderating role of coworker support.
Design/methodology/approach
The proposed model was tested using a sample of 194 full-time working executive MBA students in the United States of America through a two-time point-paired survey.
Findings
The moderated-mediation using PLS-SEM indicated that supervisor bottom-line mentality is positively associated with subordinate frustration, which in turn increases turnover intention and reduces affective commitment and job satisfaction. Taking a competing hypotheses approach for the moderating role of coworker support, findings indicated that coworker support exacerbated (i.e. worsened) the positive relationship between supervisor bottom-line mentality and subordinate frustration.
Practical implications
Managers should pay close attention to the potential negative consequences of supervisor bottom-line mentality, especially in a culture where coworker support is nurtured and valued. That is, coworker support can worsen employee frustration caused by supervisor bottom-line mentality.
Originality/value
This study is among the first to examine how employee frustration mediates the dysfunctional relationship between supervisor bottom-line mentality and the employee attitudes of turnover, affective commitment and job satisfaction. In addition, this study illuminates a potential darkside of coworker support as it can intensify the relationship between supervisor bottom-line mentality and employee frustration, thus enriching the literature in both bottom-line mentality and social support.
Bu çalışmada, enerji sektöründeki çalışma bozucu davranışların neler olduğunun ortaya çıkarılması; bu davranışların nedenleri ve nasıl önlenebileceğinin açıklığa kavuşturulması amaçlanmaktadır. Bu amaçtan hareketle, çalışmada kritik olaylar tekniği kullanılmış ve bir enerji santralinde çalışan 40 sendikalı mavi yakalı işçinin bakış açısından 158 kritik olay analiz edilmiştir. Elde edilen bulgulara göre, çalışma bozucu davranışlar en fazla kişilere yönelik olarak ortaya çıkmakta; bunlar içerisinde, en sık, çalışma arkadaşının zayıf yönleriyle dalga geçme ya da arkadaşının zayıf yönlerini kullanma davranışına rastlanmaktadır. İşyerine ya da üretime yönelik çalışma bozucu davranışlar ise, daha çok işi bilinçli olarak yavaşlatma ve iş saatlerinde başka şeylerle uğraşarak işin kalitesini düşürme davranışları etrafında yoğunlaşmaktadır. Devletten özel sektöre geçilmesi, ücret ödeme düzensizlikleri, motivasyonu düşük yöneticilerin varlığı çalışma bozucu davranışların nedenleri olarak ortaya çıkmaktadır. Çalışma bozucu davranışların sonucunda örgütsel adalet algısının, iş motivasyonunun, örgütsel bağlılığın, iş veriminin olumsuz etkilendiği; çalışanların özgüveninin azaldığı, öfke ve stres düzeylerinin ile iş kazası sayılarının arttığı bulgulanmıştır.
Purpose
The study aims to explore the diverse meanings and sources of frustration among Israeli principals working in special education settings. The study poses two questions: 1. What are the perceived expressions of frustration among principals working in the context of special education? 2. What are the perceived sources of frustration among principals working in special education settings?
Design/methodology/approach
A total of 17 semi-structured interviews were conducted with principals working in special education schools for complex disabilities to investigate perceived expressions and sources of frustration.
Findings
The study identified four themes through data analysis: helplessness regarding the children, helplessness regarding bureaucratic aspects, frustration from conflicts and disappointment and frustration from feeling alone.
Originality/value
Despite the extensive acknowledgment of emotions and feelings in the context of educational leadership, the experience of work frustration among special education school principals has not been explicitly investigated. This research provides empirical insights into the nuanced experiences of frustration among special education principals, offering both empirical and practical implications for understanding and addressing this critical aspect of their work.
Örgütsel sinizm, örgütsel sabotaj ve işten ayrılma niyeti gibi olumsuz örgütsel davranışlar turizm işletmelerinde verilen hizmeti olumsuz etkileyebilmektedir. Bu noktada çalışmanın amacı, turizm işletmelerinde hizmet veren çalışanların örgütsel sinizm, örgütsel sabotaj ve işten ayrılma niyetleri arasındaki ilişkiyi gözler önüne sermektir. Araştırmada, Edirne’nin Merkez ilçesinde faaliyet gösteren turizm işletmelerinde hizmet veren 231 çalışana anket uygulanmıştır. Her bir değişkenin birbiriyle olan ilişkisini belirleyebilmek adına korelasyon analizi gerçekleştirilmiştir. Yapılan analiz sonucunda örgütsel sinizm ile örgütsel sabotaj ve işten ayrılma niyeti arasında pozitif ilişki tespit edilmiştir. Bununla beraber, örgütsel sabotaj ile işten ayrılma niyeti arasında da pozitif ilişki bulgulanmıştır. Ayrıca araştırmada, duyuşsal sinizm ve işten ayrılma niyetinin çalışanların yaşlarına göre, işten ayrılma niyetinin ise çalışanların toplam çalışma sürelerine göre farklılaştığı da çalışmanın farklı bir sonucu olarak karşımıza çıkmaktadır.
Günümüzde iş dünyasının liderleri, giderek aratan bir şekilde etiksel davranıştan sosyal ve ekonomik başarının mihenk taşı olarak bahsetmektedirler (Ruiz-Palomino ve Bañón-Gomis, 2017: 102). Bu nedenle gelecekte hem iç hem de dış müşterilerin tatminini sağlamak maksadıyla etik davranışların kurumsal zemine oturtulması bir zorunluluktur (Bektaş ve Köseoğlu, 2008: 152). Ancak kurumsal olarak güçlü etik politikalar uygulansa bile, işgörenlerin yine de işyerinin içinde veya dışında etik olmayan davranışlar sergiledikleri görülmektedir (Ruiz-Palomino ve Bañón-Gomis, 2017: 102).
Konuya ilişkin yapılan çalışmalarda, hangi terim ile adlandırılırsa adlandırılsın, etik dışı davranış, en küçük ihlal davranışından (işe geç gelmek, dedikodu yapmak gibi) suç teşkil eden büyük davranışlara (hırsızlık, rüşvetçilik, dolandırıcılık gibi) kadar geniş bir yelpazede kapsayan bir terim olarak kabul edilmektedir (Wouters, vd. 2014:275-276). Bu çalışmada etik ve iş etiği kavramları açıklanmaya çalışılmış, etik dışı davranış türlerinin yazında farklı olarak ele alındığından bahsedilerek kişilerarası kötü muamelelerin yumuşak türü olan duygusal istismar, psikolojik şiddet, üretim karşıtı iş davranışları, işyerinde kaba davranışlar ve istismarcı liderlik kavramları açıklanmaya çalışılmıştır.
Sonuç olarak, örgütler; örgütsel hayatın kaçınılmaz bir olgusu olan bu tür davranışların çalışanların refahına, kişilerarası ilişkilerine, müşteri memnuniyetine ve örgütün kurumsal itibarına zarar verdiğini kabul ederek, işgörenlerin nasıl ve neden etik olmayan davranışlarda bulunduklarını daha iyi anlamaları gerektiği (Ruiz-Palomino ve Bañón-Gomis, 2017:102) düşünülmektedir.
Academic success is a key aspect of one’s life and development (Donolato, Giofrè, & Mammarella, 2019). Students are required to achieve various goals that are of fundamental importance to their academic and future development. Along with the large body of literature focusing on individual factors related to academic success, such as motivation (Usán et al., 2019), effort-making (Baars et al., 2020), self-concept (Delgado et al., 2019), and working memory (Fitzgerald et al., 2020), researchers have been effectively advancing our understanding of the association between emotion-related constructs and academic learning (Valiente et al., 2012).
Çalışma hayatının temelinde kadınlar toplumsal cinsiyet bakış açısına bağlı olarak davranış, tutum ve önyargılarla karşı karşıya gelmektedirler. Bu davranış ve önyargılar kadınların birçok engelle karşılaşmasına neden olmaktadır. İşletmelerde kadınların daha üst pozisyonlarda görev almalarının önündeki her türlü çeşitli görünmez engel "cam tavan" olarak nitelendirilmektedir. İşgören ve işveren arasındaki beklentilere, sorumluluklara ilişkin oluşan yazılı olmayan, karşılıklı olarak güvene dayanan soyut ve duygusal bir bağa dayalı olan sözleşmelere psikolojik sözleşme adı verilmektedir. İşgörenlerin işletmelerine karşı işletmelerinde işgörenlerine karşı yerine getirmeleri gereken yükümlülüklerine dair işgörenlerin sahip oldukları algılara yönelik psikolojik sözleşmenin unsurları ihlal edildiği zaman, işgörenlerin davranış ve tutumlarında değişiklikler meydana gelmektedir. Bu çalışmada psikolojik sözleşme ihlalinin cam tavan sendromu üzerindeki etkisinin incelenmesi amaçlanmıştır. Öncelikle kavramlara yönelik literatür incelenerek teorik alt yapı oluşturulmuştur. Veri toplama yöntemi olarak anket seçilmiş ve analizler yapılmıştır. Çalışmada örneklem olarak belirlenen Kahramanmaraş'ta özel bir güvenlik firmasında güvenlik görevlisi olarak çalışanlardan oluşan 287 katılımcıdan anket yöntemi ile elde edilen veriler SPSS programı kullanılarak analiz edilmiştir. Çalışmada frekans, t-testi, korelasyon, ANOVA, regresyon gibi analizler yapılarak sonuçlar elde edilmiştir. Araştırmaya psikolojik sözleşme ihlali, cam tavan sendromu kavramlarının alt boyutları ve katılımcıların demografik özellikleri dahil edilmiştir. Yapılan analizler sonucunda ise psikolojik sözleşme ihlalinin cam tavan sendromu üzerinde bir etkisinin olduğu ve yine cam tavan sendromunun da psikolojik sözleşme ihlali üzerinde etkisinin olduğu sonucuna ulaşılmıştır. ABSTRACT In the roots of working life woman come across social pressures of gender perspective, attitude and judgement. This behaviour and judgement has been a barrier for a lot of woman. Woman in businesses also struggle about high position jobs as there is a so called qualified "glass ceiling". The expectation between employee and employers, their forming non-written responsibilities, depending on trust abstract and emotional bond involving contracts forms a psychological contract in these business. Employees to the business and the business to the employees have necessary requirements, the employees are aware of these psychological contracts elements but when these are breached then, employee's behavior and attitude still change. The aim of this work was to find physiological contract breaches effect on glass ceiling syndrome. Firstly links to the concepts literature has been examined and theoretic infrastructure has been formed. As a data collecting director survey has been chosen and analysed. In this work as a sample in Kahramanmaras special security firm's selected 287 security worker contestants which responded to a survey and results were sent to SPSS and analysed using this programme.
COVID-19 and digitalization represent important sources of many employees’ frustrations. In this paper, we address the question of how employees can achieve meaningful work in such a challenging and frustrating context. Specifically, we investigate whether employees’ negative experiences related to technology use, that is, techno-invasion, leads to frustration and in turn reduces employee perceptions of meaningful work. In addition, we examine corporate social responsibility (CSR) as a potential remedy that could mitigate these negative effects. The results of our four-wave longitudinal study of 198 working professionals collected during the first wave of the COVID-19 pandemic did not find support for a proposed negative direct effect of techno-invasion on meaningful work. However, we did find support that perceived CSR moderates the indirect relationship between techno-invasion and meaningful work, mediated by frustration: For low levels of CSR, techno-invasion results in higher levels of frustration, in turn reducing meaningful work. High levels of CSR buffer this negative indirect effect. Implications for research and practice dealing with digitalization, meaningful work, and CSR are discussed.
Purpose
Though contemporary police organizational behavior scholars often limit their measure of organizational justice to just supervisory procedural justice, this study examines how the additional dimensions of supervisor trustworthiness and peer procedural justice compare with procedural justice in their role shaping police outcomes.
Design/methodology/approach
A survey of 638 police officers in Zagreb, Croatia, was used to regress three separate dimensions of organizational justice on key officer attitudes toward their duties.
Findings
The authors found that supervisor trustworthiness and peer procedural justice were the dominant predictors of officers' rule compliance and trust in the public.
Originality/value
The findings suggest that police scholars and practitioners seeking to better understand the role of officer judgments on resisting agency reform should consider the precedent in corporate behavior research to specifically test the unique roles of multiple components of police organizational behavior on policing outcomes.
"106 adolescents were asked to complete 50 statements which indicated the nature of an aggressive act and the individual who had committed it. Five kinds of aggressive acts varying in degree of aggressiveness as measured by judges' ratings were paired twice with each of five types of individuals—parents, authority, siblings, friends, and inferiors—committing the aggressions. The S's completed the statements according to what they thought an individual who had been attacked in this way would do." Some conclusions: both the frequency and the degree of aggressiveness of the aggressive responses were a direct function of the degree of aggressiveness with which the attack had been made and of the individual who made the attack. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Will the emotional disturbances of operators have more effect during a changeover than when things are stereotyped? A number of assembly line situations, involving small numbers of workers, were studied. "In there experiments, involving four independent comparisons, we find precisely the same pattern of results. Emotional disturbance has little effect on stereotyped activity, but does have a disrupting effect on nonstereotyped activity." From Psyc Abstracts 36:04:4LH01S. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Proposes an integrative theoretical framework for studying psychological aspects of incentive relationships. During the time that an incentive is behaviorally salient, an organism is especially responsive to incentive-related cues. This sustained sensitivity requires postulating a continuing state (denoted by a construct, current concern) with a definite onset (commitment) and offset (consummation or disengagement). Disengagement follows frustration, accompanies the behavioral process of extinction, and involves an incentive-disengagement cycle of invigoration, aggression, depression, and recovery. Depression is thus a normal part of disengagement that may be either adaptive or maladaptive for the individual but is probably adaptive for the species. Implications for motivation; etiology, symptomatology, and treatment of depression; drug use; and other social problem areas are discussed. (41/2 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
42 male Ss were exposed to either a hostility inducing or a neutral confederate and then tested on both stereotyped and nonstereotyped forms of a simple lever pressing task. As predicted, emotional arousal (hostility) had no effect on performance of the relatively stereotyped task but led to a considerable though transitory drop in performance after changeover to a nonstereotyped task requiring concentration. This result corroborates in a laboratory setting previous reports of research done in the field. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A theory of social inequity, with special consideration given to wage inequities is presented. A special case of Festinger's cognitive dissonance, the theory specifies the conditions under which inequity will arise and the means by which it may be reduced or eliminated. Observational field studies supporting the theory and laboratory experiments designed to test certain aspects of it are described. (20 ref.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Mailed an organizational frustration questionnaire and a response-to-frustration questionnaire to 82 employees in a wide range of jobs, mostly in a mental health facility. A factor analysis of the responses to frustration yielded 6 interpretable factors: (a) Aggression Against Others, (b) Sabotage, (c) Wasting of Time and Materials, (d) Interpersonal Hostility and Complaining, (e) Interpersonal Aggression, and (f) Apathy About the Job. (PsycINFO Database Record (c) 2007 APA, all rights reserved)
Based on J. B. Rotter's definition of locus of control of reinforcement, it was predicted that internal Ss in an ambiguous experimental situation would be responsive to frustrative nonreward whereas external Ss might not be similarly frustrated. 16 internal and 16 external undergraduates were identified by scores on Rotter's Internal-External Control Scale. As predicted, internal Ss responded with reduced latencies following nonreward and, early in learning, made significantly more errors on a subsequent complex task. Consistent with K. W. Spence's theory of emotionally based drive, these same Ss showed improved performance following frustration at a later stage in learning when the task was largely mastered. No similar experimental effects emerged for the external Ss, suggesting that only the internal Ss were significantly frustrated by the experimental procedures.
36 albino rats were used to study the relationship between motivation and performance on tasks of varying difficulty. The difficult task (a linear maze) was preceded by a double runway similar to the type employed by A. Amsel and J. Rousel (see 27:7). Results indicate that running speed in the small segment of straight runway preceding the linear maze was faster following nonreward in the 1st goal box than following reward (p < .001). Concerning the errors made in the linear maze, although the overall difference between rewarded and nonrewarded trials was not significant, the Trials * Reward interaction was significant (p < .025), and t tests indicated that Ss made fewer errors following reward. Results were interpreted in terms of Spence's treatment of the motivation-performance relationship and frustration theory as elaborated by A. Amsel (see 38:2). (PsycINFO Database Record (c) 2006 APA, all rights reserved).
80 male undergraduates in angered groups, were allowed to aggress, either directly by shocking their frustrator, indirectly by shocking a nonfrustrator, or not at all. Ss who underwent the frustration sequence rated themselves as significantly more angry than controls, and their mean diastolic blood pressure was significantly elevated as a result of the experimental procedure. Among all Ss, low-guilt Ss exhibited a significantly greater mean diastolic decrease in the postaggression or control stage than high-guilt Ss. Shocking the frustrator resulted in a significant decrease of anger-elevated diastolic blood pressure. Shocking a nonfrustrator resulted in a nonsignificant diastolic decrease. However, within, this indirect aggression group, it was found that low-guilt Ss exhibited a significant diastolic decrease in the postaggression phase, while high-guilt Ss actually showed a slight diastolic increase. Results emphasize the importance of taking the guilt variable into consideration when investigating the catharsis hypothesis. (18 ref.)
This study investigated the effect of 3 kinds of frustration on college students' aggression: task failure, interference with winning money, and interference with attaining a better course grade. The different frustrations did not generally lead to different intensities of aggresion, but all 3 led to more aggression than a control. Although frustration did elicit aggression, the effect was slight. This was explained by the mode of aggression (physical) and the fact that it had no instrumental value in overcoming frustration. It was suggested that instrumental value of aggression is a major determiner of the frustration-aggression relationship. Men were found to be more aggressive than women. Men aggressed more against men than against women, but the sex of the victum was unimportant for the female aggressors. Thus sex differences in aggression occur not only in the aggressor but also in the victum.
This study tested the hypothesis that task performance can facilitate dissonance reduction. It was predicted that dissonance induced by compliance with a negatively valued task setter would be reduced by task enhancement and high effort expenditure. Increased effort was assumed to aid dissonance reduction by validating the initial enhanced valuation of the task. A concept-attainment task was given to 50 undergraduate students who "chose" to comply with an inconsiderate E for no experimental credit (NC), and to 50 students who received credit (C). The NC group persisted longer on an insoluble problem, completed more trials, scored fewer penalty points, and forgot less information than the C group. They also maintained a more performance-anchored level of aspiration and rated the experiment as more interesting.
Behavior and experience are organized around the enjoyment and pursuit of incentives. During the time that an incentive is behaviorally salient, an organism is especially responsive to incentive-related cues. This sustained sensitivity requires postulating a continuing state (denoted by a construct, current concern) with a definite onset (commitment) and offset (consummation or disengagement). Disengagement follows frustration, accompanies the behavioral process of extinction, and involves an incentive-disengagement
cycle of invigoration, aggression, depression, and recovery.
Depression is thus a normal part of disengagement that may be either
adaptive or maladaptive for the individual but is probably adaptive for the species. The theory offers implications for motivation; etiology, symptomatology, and treatment of depression; drug use; and other social problem areas.
In order to discuss seriously the form and potential of organization development, it seems necessary to conceptualize first some model of an organization and its components. We're never quite sure what we are trying to develop or change - or the reasons for this development or change, until we have some notion of the inter-related parts and processes which are an organization. After presenting a framework of an organization, and its components, I'll discuss the meaning and relevance of OD in the light of this framework, and finally suggest some major challenges to OD.
The moderating effects of individual values on the relationships between participation in decision making and job attitudes were investigated for a sample of 2,755 employees from six manufacturing organizations. The correlations between participation in decision making and job attitudes were consistently positive and significant for the total sample and within the different value subgroups. No support was obtained for the hypothesized moderating effects of values on the relationships between participation and job attitudes. Possible methodological weaknesses are discussed, as well as the implication of these and other negative findings on generalizing about individual differences moderating this relationship.
The abstract for this document is available on CSA Illumina.To view the Abstract, click the Abstract button above the document title.
The theoretical precision and research related to equity theory, as it is conceived by Adams, are reviewed. While equity theory is a significant step forward, the theory itself needs further specification. The research supports equity predictions in the area of underpayment, but the overpayment effects have not been satisfactorily demonstrated. Elaborations of the theory are presented in the areas of (1) determinants of inequity, (2) dissatisfaction resulting from inequity, and (3) responses to dissatisfaction.
Performance decrements and dissatisfactions at the work place have long been observed but have not been adequately explained. Activation research and selected studies of work behavior are reviewed to show that decrements in performance may be better understood in the light of recent neuropsychological findings. This review indicates that activation theory and the research upon which it is based anticipates behavior related to variations in task design and suggests new avenues of investigation for those interested in the determinants of work behavior.
Discusses the inequity between information a prospective employee supplies to a company vs. the job information the employer gives to the applicant. Frustration and disillusionment based on unrealistic expectations about a position are viewed as a frequent cause of early termination. Better initial orientation, either during an extensive job interview or in other ways, is advocated. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Book on the psychology of emotion. Harvard Book List (edited) 1944 #S35 (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This book is designed for the teacher and the student who are primarily interested in the science of psychology as a systematic, interpretive account of human behavior and who are interested in applying the science of psychology to current social issues. In attempting to meet these requirements the authors have not found it necessary to keep two sets of readers in mind or to treat the subject matter of this book from two points of view. The basic guiding principle has been that a theoretically sound social psychology is also a practically valid and immediately useful social psychology. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
36 pairs of railroad section gangs (298 workers and 72 foremen), "as comparable as possible… on objective and technical work factors," but differing within pairs in productivity (as determined by the judgments and ratings of "managerial personnel thoroughly familiar with the problem") were intensively interviewed. Comparisons of worker "morale" and foreman practices, attitudes and relations to men were made. Supervisors of high-producing groups differed from less successful foremen in their interrelated role and responsibility concepts, attitudes toward workers and general approaches to people. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study was of 12 high-low productivity pairs of work groups, which included 24 section heads and 419 non-supervisory employees. Subjects were interviewed individually concerning their jobs and attitudes. Heads of the high-producing sections were significantly more likely to: (1) receive general rather than close supervision from their superiors, (2) like the amount of authority and responsibility they have in their jobs, (3) spend more time in supervision, (4) give general rather than close supervision to their employees, and (5) be employee-oriented rather than production-oriented. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
In the first of two studies, male undergraduates were either angered or not angered by a confederate and then randomly assigned to one of three conditions (no thwarting, non-arbitrary thwarting, and arbitrary thwarting) in a 2 × 3 factorial design. Following the thwarting manipulation,
subjects were given an opportunity to aggress against the confederate. It was hypothesized that: (a) greater aggression would be displayed by the angry subjects and (b) thwarting of both classes of aggression (angry and-non-angry) would lead to an increase in subsequent aggression. Both hypotheses
were confirmed - subjects in the angry condition displayed more aggression, and thwarting increased subsequent aggressivity. Additionally, the amount of aggression displayed increased linearly from the no-thwarting to the non-arbitrary thwarting to the arbitrary thwarting condition for both
classes of aggression. In the second study, a delayed post-test was employed to determine the durability of aggression following the arbitrary thwarting of an instigation to aggress. It was found that the aggression aroused by arbitrary thwarting was maintained for at least one day.
The study looks at the prediction of turnover by employee job attitudes and intent to remain with the company, among 911 salesmen. Intent to remain was highly correlated with actual turnover, both short term and long term. During the 18 months after attitudes were surveyed, turnover for men who stated they intended to remain was 9% versus 30% of those who were less committed. Employees' expressed intent was a better predictor of turnover than were other job attitudes. An examination of static and dynamic correlations showed that employees' intent to remain is most closely tied to feelings about the work itself and about the company as a place to work. [ABSTRACT FROM AUTHOR] Copyright of Organizational Behavior & Human Performance is the property of Academic Press Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
The investigation reported in this study concerns the partial repetition of a study by Doob and Sears in which the arbitrary character of the situations was unintentionally an unacknowledged factor. Situations (the arbitrary set) were drawn up which paralleled those used by Doob and Sears. Modifications of the arbitrary set in the direction of non-arbitrariness was found to reduce considerably the number of aggressive responses which were elicited. The result was interpreted to imply that the arbitrary character of a frustrating situation should be part of a theory that attempts to explain the relationship between frustration and aggression.
Using a crank-turning task with marble rewards with pre-school children, the effect of work and interference on rate of crank-turning was determined. It was found that mean rate of crank-turning increased with higher work in the interference group and decreased in the noninterference subjects. Interference groups showed aggressive and disturbed behavior under both high and low work conditions.
196 S's performed a problem task under speed stress or frustrating conditions. Under these conditions the S's, as a group, attempted more problems, made more errors, and showed greater variability of performance. In general, efficiency was reduced. Not all individuals reacted in the same way to the experimental frustration: the majority speeded up performance at the expense of accuracy, while a small group showed stable performance without increase of speed or errors. Two such populations are postulated. No positive reliable relationship was found between attitudes and feelings expressed on a questionnaire and efficiency; there was a relation between efficiency and variability in some Rorschach responses.
Theory andproblems of socialpsychology Latane', B. and Arrowood, A. J . Emotional arousal and task performance
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The development of Perceived Equity Scale. Unpublished Paper
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The effect of participation on performance The failure ofsuccess Experimental frustration in a group test situation
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Toward an understanding of inequity Journal of Abnormal and Social Argyris, C . Personality and organization Buss, A. H. Physical aggression in relation to different frustrations Overcoming resistance to change
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Congruence in organization development Proceedings of the 31sl An-nual Meeting of the Academy of Management
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The effect of role and managerial style on responses to industrial encounters
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encounters. Dissertation Abstracts International, 1971, 32B, 3685B.
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