1. Exploring the Sources of and Behavioural Reactions to Workplace Frustration: A Triangulation Study
Ms Sophie Ward¹, Dr Gail Steptoe-Warren¹, Dr Simon Goodman¹, and Dr Kathryn Waddington²
Coventry University¹/ University of Westminster² /

2. Background
Prevalence: Frustrated employees now account for around 20% or more of an organisations workforce (Hays 2013)
Consequences: CWB/ Aggression/ Low levels of performance/ Turnover
Previous Research & Models: Limited research/Models narrow in scope/Outdated
Focus mainly on aggression and performance and based on little empirical data
A variety of individual differences neglected
Changes internal and external to organisations (E.g. technology/economy)

3. Research Aim, Participants & Methods
Research Aims: To explore the sources of and behavioural reactions to workplace frustration in the UK in 21st century
Participants: 182 participants (60 Males/ 122 Females) ranging from age 18 to 64 with a mean age of (SD =13.30), currently employed, volunteering or self-employed/ various sectors
Methods: Methodological Triangulation
Open Questionnaire P’s (46 Males/ 111 Females)
Semi-Structured Interviews – 16 P’s (9 Males/ 7 Females)
Diary – 9 P’s (5 Males/ 4 Females)
Thematic Analysis

4. Findings – Quantitative The Prevalence of Workplace Frustration & Turnover

5. Have experienced frustration in other job roles since 2000
Findings
82% Have experienced a frustrating event within their current role 79% Have seen other employee’s/colleagues become frustrated while in their current role
64%
Have experienced frustration in other job roles since 2000
36%
Have left an organisation/ job role since 2000 as a result of frustration at work.
(Note: A few participants did indicate it was not the only contributing factor to their exit)

6. What do UK employees working within a variety of different organisational sectors in the 21st century highlight in a methodological triangulation study as the sources of workplace frustration? Preliminary Findings

7. Job Demands & Expectations
High, Unfair & Unrealistic Expectations
Poor Policies, Procedures & Processes
Work & Organisational Change
Unsuitable Workspace
*Underload & Job Boredom
'You had to do everything for those six patients, [INT: Mmm]. You had to take, take them to the ward, when they were like called for, you had to sit with them for like twenty minutes in x-ray, you had to take them to the toilet, you had to check every inch of their skin for pressure sores, erm, you just don’t have the time, and when their admitted that takes about ten minutes, [INT: Mmm] so how an earth do you do that for six people, in an hour, and then start everything again…’

8. Insufficient Job Resources
Training, Support & Development
Teamwork & Communication
Autonomy & Job Security
Pay & Reward
Staffing & Equipment
‘I think when I first started, because they already knew me, erm, I was kinda dropped in it, [INT: Right, yeah] left, left for myself’
‘Lack of ICT development - not having the tools to do the best job that we can’

9. Poor Performance & Progress
Poor Performance of Others
Own Perceived Underperformance
Lack of Organisational Focus & Drive
‘I've worked with some fantastic people, but that’s not to say I’ve met some dead wood along the way, and yeah that’s frustrating, cause I’ve always—I’m a chatter but I’m a hard worker as well, [INT: Mmm] and I think it’s getting that fine balance, and I’ve worked with many people who are very chatty, but with no output…’

10. Inappropriate Behaviour & Ethics
Bullying & Discrimination
Favouritism & Unjust
Gossip & Office Politics
Ignorance & Disregard
Dishonesty & Disloyalty
This includes pay inequality and empty Promises
‘…it is very much a case of one rule for one and one rule for another.’
‘It’s frustration at the organisation, they, they, they don’t practice what they preach’

11. What different reactions to workplace frustration do UK employees working within a variety of different organisational sectors in the 21st century identify in a methodological triangulation study? Preliminary Findings

12. Counterproductive Work Behaviour
Production Deviance
Property Deviance
Political Deviance
Personal Aggression
‘I stopped caring as much as I wanted to, [… ], Like if someone needed the toilet, I’d just be like, ‘‘I just don’t have time,’’
‘The general manager just came down, took like, two grand out the till, and was like—just walked off. Took money out the till for his wages cause he didn’t get paid…'

13. Organisational Citizenship Behaviour
Organisation-Directed
Individual-Directed
‘Tried to come up with solutions’
‘…even though you’re frustrated about something, you’ve still got to, make sure that, you know, you approach that in a, in a constructive way to make sure you, you can resolve whatever’s going on [… ] through sort of coaching and support, an some mentoring an, erm, you know trying to steer people in the right direction…’

14. Self-Management Behaviour
Reflection, Acceptance & Perseverance
Physical Exercise
Support Seeking
Maladaptive Coping
Withdrawal & Disengagement
‘I decided that I would not let a situation affect me as much as it was. I would adopt a plan B and put my effort into manoeuvring around the problem rather than letting it effect me emotionally.’
‘I reported it to my apprenticeship manager, nothing changed , so I left…’

15. Discussion Workplace frustration:
An important ongoing issue with a variety of causes
Is associated with a range of behavioural reactions which can have detrimental effects of individuals and the organisation, as well as those which may initiate positive change
Organisations, researchers and practitioners need to work towards:
Raising awareness of the causes and consequences of certain behavioural reactions amongst employees at all levels of the organisation
Supporting employees to react in more positive ways to frustration, helping them to facilitate positive change
Acknowledging and reacting to feedback in relation to the causes of frustration and eliminating/reducing the causes where possible

16. Exploring the Sources of and Behavioural Reactions to Workplace Frustration: A Triangulation Study
Ms Sophie Ward, Dr Gail Steptoe-Warren, Dr Simon Goodman, and Dr Kathryn Waddington /