1. Background Exploring the Mediating Factors between the Sources of and Behavioural Reactions to Workplace Frustration: Extending Previous Models using Mixed Methodology Studentship Funded by The Centre for Psychology, Behaviour and Achievement Research Student: Sophie Ward¹ (Email: wards20@uni.coventry.ac.uk/Tweet: @SophieMBPsS) Supervisory Team: Dr Gail Steptoe-Warren¹ (DoS), Dr Simon Goodman¹ and Dr Kathryn Waddington² ¹ Faculty of Health and Life Sciences, Coventry University, UK ² Department of Psychology, University of Westminster, UK Current Research Aims/ Expected Outcomes Proposed Methodology Key References  Allan Rotgers (2013) Frustrated [online] available from [15 March 2016]https://www.flickr.com/photos/122662432@N04/13740073235/  Elias, S.M. (2013) Deviant and criminal behaviour in the workplace. New York: New York University press.  Fox, S., and Spector, P.E. (1999) ‘A model of work frustration-aggression.’ Journal of Organisational Behaviour, 20(6), 915-931.  Gilmer, B.H. (1961) Industrial Psychology (2nd ed.) New York: McGraw-Hill.  Hay Group (2013) Workplace frustration: A silent killer in today’s organisations [online] available from [20 April 2015]http://www.haygroup.com/hk/services/index.aspx?id=36875  Keenan, A., and Newton, T.J. (1984) ‘Frustration in organizations: Relationships to role stress, climate, and psychological strain.’ Journal of Occupational and Organizational Psychology, 57(1), 57-65.  People HR (2015) How to Help Your Employees Overcome Frustration at Work [online] available from [16 March 2016]https://www.peoplehr.com/blog/index.php/2015/08/11/how-to-help-your-employees-overcome-frustration-at-work/  Simminger, S.E. (1971) ‘The effects of role and managerial style on responses to industrial encounters.’ Dissertation Abstracts International, 32B, 3685B. As cited in Spector, P.E. (1978) ‘Organisational frustration: A model and review of the literature.’ Personnel Psychology, 31(4), 815-829. The present research aims to explore in depth the area of WF within a variety of organisational sectors, expanding previous literature and models of WF so that successful interventions can be developed to ensure individual/ organisational benefits. In particular, it aims to:  Provide up-to-date knowledge of employee experiences of WF, specifically the sources of and behavioural reactions to WF using mixed methodologies.  Develop a comprehensive and up-to-date taxonomy of the sources of WF.  Develop and validate two new and up-to-date measures, a) of the sources of WF b) of the reactions to WF.  Test a comprehensive model of WF which provides greater insight into the mediating factors influencing the relationship between the sources of and the behavioural reactions to WF. Phase 1 - A methodological triangulation study exploring the sources of and behavioural reactions to WF, using the following three methods which will be thematically analysed using an inductive approach:  Online open questionnaires (Approx. 200 participants)  Face-to-face semi-structured Interviews (Approx. 20 participants)  Diaries (Approx. 20 participants) Participants will be of varying age, gender and job level from a variety of organisational sectors, including independents, recruited through external organisations and via social media. Phase 2 – A validation study assessing the validity and reliability of two new measures developed as a result of the triangulation study.  Face and content validity will be assessed using subject matter experts (SMEs).  The measures will be piloted on around 200 working individuals alongside other similar measures to measure concurrent validity and internal reliability. Phase 3 - A questionnaire study utilising pre-validated scales and the two newly validated measures to test a comprehensive model of WF (see proposed model below) which will be analysed using path analysis.  Around 500 participants will be recruited of varying age, gender and job level from a variety of organisational sectors, including independents, through external organisations and via social media.  Workplace frustration (WF) is, according to Spector (1978), a result of ‘interference with goal attainment or maintenance that is caused by some stimulus condition within the organisation.’ In addition however, it can also result from common factors such as, office politics (People HR 2015) and contractual issues (Ward, Evans and Steptoe-Warren 2016).  In today’s organisations WF has increased, with frustrated employees now accounting for around 20% or more of an organisations workforce (Hay Group 2013). It is therefore becoming a significant issue for organisations, especially as it is linked to deviant behaviour such as workplace violence and absenteeism (Elias 2013: 204).  Despite an obvious need however to fully understand WF so that successful interventions can be developed to ensure individual/organisational benefits, our understanding of WF is lacking. The research conducted into the area is limited and outdated (Gilmer 1961, Simminger 1971, Spector 1975), and the majority of models developed are highly speculative and/or narrow in their focus (Fox and Spector 1999, Keenan and Newton 1984, Spector 1978). Sources of Frustration Demographics Personality EI Ability Well-being Life Events Emotional Reaction (Frustration) Organisational Culture Behavioural Reactions (Emphasis on Positive and Negative) Proposed Model of Workplace Frustration  Spector, P.E. (1975) ‘Relationships of organisational frustration with reported behavioural reactions of employees.’ Journal of Applied Psychology, 60, 635-637.  Spector, P.E. (1978) ‘Organisational frustration: A model and review of the literature.’ Personnel Psychology, 31(4), 815-829.  Ward, S., Evans, T.E., and Steptoe-Warren, G. (2016) ‘The antecedents, communication and impact of workplace frustration: A qualitative perspective.’ Division of Occupational Psychology Annual Conference. Held 6-8 January 2016 at East Midlands Conference Centre. Image: Allan Rotgers (2013)