Research suggests that the basic premise associated with the concept of organizational frustration is that there is a relationship between sources of frustration in organizations and effects on organizations through the reactions of individuals. Reactions include aggression against the organization or against individuals, and sources of frustration include conditions of constraint, alienation, and injustice as perceived by employees. Frustration may play a key role in workplace violence and workplace aggression. This study tested a model of organizational frustration and hypothesized that frustration would mediate the relationships between perceived workplace conditions of constraint or inhibition and aggressive actions. The study consisted of two phases: workplace aggressive behaviors scale and supervisor reports of aggression. The study confirmed the importance of the effect of frustration on consequential aggressive behaviors. An intervention could entail an organizational evaluation to identify aspects of the work environment that are perceived as obstructive or unsupportive, as well as training employees on the cycle of aggression and warning signs, establishing a non-punitive environment, establishing a no-tolerance for bullying behavior, and careful screening of applicants for various positions to identify counterproductive behaviors. References