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DOI: 10.1016/j.jm.2003.02.002 Social Loafing: A Field InvestigationDepartment of Managerial Studies, MC 243, University of Illinois at Chicago, 601 S. Morgan, Chicago, IL 60607-7123, USAbobliden{at}uic.edu
Department of Managerial Studies, MC 243, University of Illinois at Chicago, 601 S. Morgan, Chicago, IL 60607-7123, USAsjwayne{at}uic.edu
Department of Managerial Studies, MC 243, University of Illinois at Chicago, 601 S. Morgan, Chicago, IL 60607-7123, USArjawor{at}uic.edu
DuPree College of Management, Georgia Institute of Technology, 755 Ferst Drive, Atlanta, GA 30332-0520, USAnate.bennett{at}mgt.gatech.edu Social loafing was investigated by testing a multilevel model among 23 intact work groups comprised of 168 employees representing two organizations. Results demonstrated that as hypothesized at the individual level, increases in task interdependence and decreases in task visibility and distributive justice were associated with greater occurrence of social loafing. At the group level, increased group size and decreased cohesiveness were related to increased levels of social loafing. Of particular interest was the finding that group member perceptions of perceived coworker loafing was associated with reduced social loafing, opposite of our predictions. We suggested that this unexpected finding may provide evidence of a social compensation effect.
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