Social loafing and expectancy-value theory
Abstract
The term social loafing refers to phenomenon of individuals not working or contributing to their full ability when working in a group [1]. This phenomenon can lead to a discrepancy between expected and actuals results of group work, since a team’s productivity does not match what would have been the combined individual effort. The phenomenon was first described in a summary by W. Moede in 1927 detailing rope-pulling experiments by French professor Max Ringelmann done in the late 1890s. The term social loafing was later introduced to the phenomenon in 1979 by Bibb Latané et al.[2]. The term has since been widely used and subject to extensive research with over 100 studies examining the phenomenon, covering both laboratory experiments and field research[3]. This has led to many more advanced theories of social loafing.
Looking at the phenomenon from a project management angle, team effectiveness is a major part of any project involving multiple people of actors working together and social loafing is a robust phenomenon with the potential of lowering effectiveness. Thus, social loafing should be accounted for, when managing projects.
A theory that can help account for social loafing is called Expectancy-value theory. Expectancy-value theory provides a framework for assessing an individual’s effort motivation, based on three main factors: Expectancy, Instrumentality and Outcome value[1]. These models suggest that individuals are most likely to contribute to their full ability when their work is necessary for the project and when their efforts results in something they value highly. Put in relation to social loafing this suggests that work in groups or teams may have less obvious links between effort and outcome and/or a less obvious link between effort and rewards.
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