Organizational constraints represent situations or things that prevent employees from translating ability and effort into high levels of job performance. The [Organizational Constraints Scale] OCS was based on the work of Peters and O'Connor (1980), who listed 11 areas of constraints that interfered with job performance. These common situational constraints in organizations may include faulty equipment, incomplete or poor information, or perhaps interruptions by others.

p. 357 - "Development of four self-report measures of job stressors and strain," 1998