The frustration-aggression hypothesis revisited: a deviance congruence perspective

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dc.contributor Gavin, Mark B.
dc.contributor Campbell, Kim Sydow
dc.contributor Whitman, Marilyn V.
dc.contributor.advisor Johnson, Diane E.
dc.contributor.advisor Kacmar, K. Michele
dc.contributor.author Crawford, Wayne S.
dc.date.accessioned 2017-04-26T14:24:12Z
dc.date.available 2017-04-26T14:24:12Z
dc.date.issued 2015
dc.identifier.other u0015_0000001_0002147
dc.identifier.other Crawford_alatus_0004D_12493
dc.identifier.uri http://ir.ua.edu/handle/123456789/3039
dc.description Electronic Thesis or Dissertation
dc.description.abstract In 1939, Dollard and colleagues presented the frustration-aggression theory. The main tenet of the theory posits that individuals become frustrated when goal attainment is prohibited or interrupted. Further, following frustrating events, individuals will respond with aggressive behaviors as a form of retaliation against agents of the frustrating events. Organizational deviance has been posited as one such aggressive reaction (Fox & Spector, 1999). This dissertation takes a unique perspective on organizational deviance; I argue that situations may arise when organizational deviance perceptions also serve as an antecedent of frustration. Specifically, I argue that in circumstances where supervisors’ and subordinates’ perceptions of employee deviance are incongruent, or misaligned, employees will become frustrated. Frustrated employees engage in aggressive behaviors in the form of retaliation and displaced aggression (Berkowitz, 1989). In the current study, I propose that frustrated employees may both retaliate at work and displace their aggression in both the work and family domains. Thus, I argue frustration leads to higher levels of coworker abuse, greater levels of relationship conflict, and greater work-to-family conflict. I also hypothesize that frustration will result in employees engaging in fewer interpersonal citizenship behaviors, which is also detrimental to organizations. This dissertation uses a time-lagged research design and field sample to test the hypotheses offered. A sample of 215 supervisor-subordinate dyads from a large municipality in the southeastern United States was used for hypothesis testing. I followed the latent congruence modeling procedures to test the hypotheses offered (Cheung, 2009). The structural-equation based latent congruence model allowed me to test the effects of incongruence on the mediator and whether frustration ultimately predicted the outcome variables. I did not find support for the hypothesized mediation model using congruence analysis.
dc.format.extent 96 p.
dc.format.medium electronic
dc.format.mimetype application/pdf
dc.language English
dc.language.iso en_US
dc.publisher University of Alabama Libraries
dc.relation.ispartof The University of Alabama Electronic Theses and Dissertations
dc.relation.ispartof The University of Alabama Libraries Digital Collections
dc.relation.haspart Supplementary materials include approval for proposed research and protocol application form
dc.relation.hasversion born digital
dc.rights All rights reserved by the author unless otherwise indicated.
dc.subject.other Management
dc.title The frustration-aggression hypothesis revisited: a deviance congruence perspective
dc.type thesis
dc.type text
etdms.degree.department University of Alabama. Dept. of Management and Marketing
etdms.degree.discipline Management
etdms.degree.grantor The University of Alabama
etdms.degree.level doctoral
etdms.degree.name Ph.D.


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