Describes a method employing conjoint analysis that generates utility/cost ratios for various elements of the compensation package. Its superiority to simple preference surveys is examined. Results of a study of the use of this method in fringe benefit planning in a large financial institution are reported. (Author/JAC)

Three significant process relationships were found: (1) social power affected leader behavior; (2) group cohesiveness affected job satisfaction; and (3) job satisfaction affected intent to leave. Important nonsignificant findings also emerged: (1) leader behavior did not affect intent; and (2) group cohesiveness did not affect intent. (Author)

This discussion is divided into four parts: (1) the definition of frustration; (2) general behavioral reactions to frustration which have implications for organizations; (3) integration of the individual behavioral reactions into a model of organizational frustration; and (4) a review of the supporting evidence for the model. (Author)