Social Loafing in the Management of Social Dilemmas

Parks, Craig D.

doi:10.1016/b978-0-12-849867-5.00008-2

Cited by 2 publications

(3 citation statements)

References 140 publications

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“…To perform successfully, groups require the contributions of their members (Steiner, 1972;Hinsz et al, 1997;Hinsz and Ladbury, 2012), but group members can often enjoy the benefits of their group's performance even if they do not contribute adequately (Kerr, 1983(Kerr, , 2013Parks, 2020). When contributing to a group performance comes at a personal cost, a conflict arises between the group's maximal performance and the individual's temptation to engage in free-riding.…”

Section: Importance Of Conditional Cooperation In Groupsmentioning

confidence: 99%

“…Future research should investigate whether a cooperative personality qualifies as a moderator of this effect. There is a substantial interindividual variation in whether people choose to cooperate (Parks, 2015(Parks, , 2020, and these differences may have a key impact on teamwork (Graziano et al, 1997). Individual-level research indicates that if-then planning can protect people from acting on their unwanted personality traits (Hudson and Fraley, 2015).…”

Section: Implications For Collective Action Controlmentioning

confidence: 99%

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Strategic Self-Regulation in Groups: Collective Implementation Intentions Help Cooperate When Cooperation Is Called for

2020

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Groups need contributions that are personally costly to their members. Such cooperation is only adaptive when others cooperate as well, as unconditional cooperation may incur high costs to the individual. We argue that individuals can use We-if-then plans (collective implementation intentions, cIIs) to regulate their group-directed behavior strategically, helping them to cooperate selectively with group members in the situation planned for. In line with this prediction, a cII to consider group earnings increased cooperative decisions in a prisoners’ dilemma game when playing against another group member but not when playing against a stranger (i.e., non-group member). Moreover, cIIs to cooperate in the prisoners’ dilemma game did not increase cooperation in a structurally similar investment game that participants had not planned for. We discuss the role of collective planning in solving social dilemmas.

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Section: Importance Of Conditional Cooperation In Groupsmentioning

confidence: 99%

Section: Implications For Collective Action Controlmentioning

confidence: 99%

Strategic Self-Regulation in Groups: Collective Implementation Intentions Help Cooperate When Cooperation Is Called for

2020

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“…Mihelič & Culiberg (2019) highlighted that if not addressed, social loafing can consistently result in negative effects for organizations. Furthermore, a detailed analysis indicates that social loafing may have significant repercussions in various common group environments (Parks, 2020). Previous research on social loafing focused on the detrimental impact it has on other group members and aimed to explore the reasons behind individuals engaging in this behavior and strategies to prevent it (e.g., Gabelica, De Maeyer & Schippers (2022); Wilhau (2021); Awee, Mohsin, & Makhbul, 2020).…”

Section: Introductionmentioning

confidence: 99%

Effects of Organizational Justice on Social Loafing: The Mediating Role of Felt Obligation

Awee,

Maludin,

Mohsin

et al. 2024

JEB

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Although there has been an increasing body of work on social loafing for over ten years, there are still gaps in our understanding that require further investigation. There is currently a lack of research on organizational justice and the sense of duty towards social loafing. This study examines how organizational fairness (procedural, distributive, interactional) affects social loafing to address a gap in the existing literature. According to social exchange theory, the study predicted that perceived obligation would act as a mediator in the relationship between organizational justice and social loafing. Information was collected from 272 private sector employees in Malaysia. The measurements were analyzed using partial least squares structural equation modeling. With the exception of distributive justice, most direct links have a considerable influence on social loafing, as indicated by the data. Statistical findings confirmed the mediating role of perceived obligation between procedural fairness, distributive justice, and social loafing. The findings did not show that felt obligation plays a mediating role in the link between interactional justice and social loafing behavior. The study advanced knowledge by establishing new connections between organizational fairness, felt obligation, and social loafing behavior. Distinct measures of employees' perceptions of organizational justice offer a more comprehensive understanding of the connection between negative outcomes and their views of the organization. Additionally, the reciprocation process explains the link between organizational justice and social loafing. This research demonstrates that organizational fairness is a crucial component in predicting social loafing behavior, which would be advantageous for employers and human resource experts. Improvements can be made by establishing equitable and uniform workplace standards, encouraging employee input and involvement in decision-making, and demonstrating decency and respect for subordinates to prevent counterproductive actions like social loafing.

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Social Loafing in the Management of Social Dilemmas

Cited by 2 publications

References 140 publications

Strategic Self-Regulation in Groups: Collective Implementation Intentions Help Cooperate When Cooperation Is Called for

Strategic Self-Regulation in Groups: Collective Implementation Intentions Help Cooperate When Cooperation Is Called for

Effects of Organizational Justice on Social Loafing: The Mediating Role of Felt Obligation

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