Social Loafing Case Study

Scarcely any scholars have established an apparent link between team working and improved performance levels, and seldom have quantitatively measured the impact of organisation performance on teamwork. This paper analyses some of the effects of organizational behaviour and the consequences of this to teamwork. It is important for an organisation to be aware of these problems and challenge them, as it is vital to the success of the company and the development of each individual. Assimilating the reasons responsible for the failure of a team will help to understand the factors active behind the failure of teamwork. Therefore, it is very important for every team member and team leader to be aware and understand these factors. Throughout these

Susan et al (2003) examines the study of the two different relationships of social exchange (with management and colleagues) and social loafing in certain teams. This article argues that social loafing holds major concerns in the way individuals respond to a bad relationship with their team members or management. Team members can become demotivated and their effort tends to decrease when they have a lower quality relationship with their leader as the resulting performance of an individual and their group effort contributes to the overall performance of the leader. Similarly, individuals that have a higher quality relationship with their team leader may attempt to reciprocate by not engaging in social loafing to improve performance. Research presents that individuals with close relationships with their team and line manager tend to perform better, such as helping with when workload is heavy (Settoon et al.,

Steven (2003) identifies a few of the social and organizational behavioural circumstances that effect teams in a real-life workplace in the 1990s through four different manufacturing plants. Findings showed that even though the plants had adopted new working practices, the main problem was the boundary between salary and hourly employees. It also highlighted the fact disputes in the workplace changed management understanding of teams, and therefore managers were less likely to take on board any suggestions, which in turn created a negative impact. Some managers felt as though they then needed to form a person-centred authority. Eventually such charismatic authority did inspire team members giving them the feeling of significance; ultimately they were shown to be highly