• The Journal of the Korea Contents Association
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• v.16 no.1
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• pp.438-444
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• 2016

Previous findings on Social Loafing indicated that Social Loafing explained the organizational commitment, that the lower level of Social Loafing they had, the higher performance they would have, and that it is a useful index for effectiveness of the organization. This study explored the Police Organizational culture & Organizational Commitment on Social Loafing. The Police officers' Police Officer's Organizational culture & Organizational Commitment and Social Loafing has been measured, and then how Organizational culture & Organizational Commitment affects Police Officer's Social Loafing has been examined. The study results may be used as a theoretical basis to assert the need of Organizational culture & Organizational Commitment to decrease the Police Officer's Social Loafing. Independent variable is Police Officer's Social Loafing and Dependent variable is comprises 2 categories; Police Organizational culture(The group culture, The hierarchical culture, The developmental culture, The rational culture), & the Organizational Commitment(Affective Commitment, Continuance Commitment, Normative Commitment). The result of analysis showed that The group culture & Normative Commitment influenced in Social Loafing(positive), and The Rational culture, Affective Commitment, & Continuance Commitment in Social Loafing(negative).

• Journal of the Korea Academia-Industrial cooperation Society
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• v.18 no.6
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• pp.256-262
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• 2017

This study examined the peer and gender effects in knowledge-sharing behavior. More specifically, this paper examined how coworker social loafing is related to knowledge sharing and how gender differences moderate the relationship between coworker social loafing and knowledge-sharing behavior. Drawing on economic and social exchange theory, this study predicts that coworker social loafing will decrease the knowledge-sharing behavior. In addition, this paper hypothesized that men will be more likely to withdraw knowledge-sharing behavior than women when they faced coworker social loafing. To test these hypotheses, this paper conducted a hierarchical regression test with the supervisor-employee dyad samples. The empirical results showed that in the relationship between coworker social loafing and knowledge-sharing behavior, coworker social loafing decreased the knowledge-sharing behavior, and the negative effect was larger in the case of men rather than women. In the discussion section, this paper proposes the theoretical and practical implications based on theoretical arguments and empirical findings.

• The Journal of Asian Finance, Economics and Business
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• v.5 no.3
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• pp.179-183
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• 2018

This study aims to explore the relationship between organizational justice and social loafing of organizations in Ho Chi Minh City through quantitative analysis from the survey data for the 228 employees are working at the Organizations in Ho Chi Minh City. The instrument of collecting data was a questionnaire. The collected data were analyzed using SPSS version 22 and employing exploratory factor analysis (EFA), Cronbach's alpha, multiple regression analysis. The results showed that only two factors are Distributive justice and Procedural justice is to have the reverse effect on social loafing of employee. From the results of the study showed, Distributive justice and Procedural justice has the opposite effect of social loafing, which demonstrates that when individuals feel that their work is spent on Perform tasks in a clearly divided and they will receive a worthwhile result in the group when performing the task then the individual's collective indifference to the organization will decrease. And motivate the employee to make more efforts to work and contribute for the organization. In addition, the factor of Procedural justice also has the opposite effect of collective redundancy, which demonstrates that employees are more concerned about fairness in official policies and organizational procedures.

• ETRI Journal
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• v.43 no.6
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• pp.1004-1012
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• 2021

The collaboration productively interacting between multi-agents has become an emerging issue in real-world applications. In reinforcement learning, multi-agent environments present challenges beyond tractable issues in single-agent settings. This collaborative environment has the following highly complex attributes: sparse rewards for task completion, limited communications between each other, and only partial observations. In particular, adjustments in an agent's action policy result in a nonstationary environment from the other agent's perspective, which causes high variance in the learned policies and prevents the direct use of reinforcement learning approaches. Unexpected social loafing caused by high dispersion makes it difficult for all agents to succeed in collaborative tasks. Therefore, we address a paradox caused by the social loafing to significantly reduce total returns after a certain timestep of multi-agent reinforcement learning. We further demonstrate that the collaborative paradox in multi-agent environments can be avoided by our proposed effective early stop method leveraging a metric for social loafing.

• Journal of Korea Entertainment Industry Association
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• v.14 no.7
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• pp.447-456
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• 2020

The purpose of this study is to examine the effects of team efficacy and perceived loafing on learning outcome in team-based project learning. For this purpose, questionnaire survey was conducted to 58 students who enrolled the adolescent welfare class in 2019 at H University. A hierarchical regression analysis was conducted for the effects of team efficacy and perceived loafing on learning outcomes and the interaction effect between two variables. Main results of this study were as follows. Team efficacy had a positive effect on learning outcomes. Second, perceived loafing did not have a statistically significant effect on learning outcomes. Third, the interaction effect of perceived loafing and team efficacy on learning outcomes was significant. In particular, the negative effect of perceived loafing on learning outcomes was reduced by team efficacy. Based on the research results, a plan to increase the learning outcome of team-based project learning was discussed.

• The Journal of the Convergence on Culture Technology
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• v.9 no.6
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• pp.981-992
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• 2023

This study, the effect of organizational culture perceived by millennial Naval Personnel working on naval ships on organizational citizenship behavior was empirically analyzed. First, it was found that OC(group/hierarchy) had a positive effect on OCB. Second, affective commitment plays a mediating role in the relationship between OC(group/hierarchy) and OCB. It was confirmed that organizational culture has a direct effect on OCB, but also indirectly through affective commitment. Third, Coworker social loafing had a negative moderating effect in the relationship. Therefore, in order to improve organizational citizenship behavior, it is necessary to improve a balanced organizational culture suitable for changes in the organizational environment, Strengthen the key influencers for organizational members to affective commitment themselves in the organization, and promote improvement in social loafing.

• The Journal of Information Systems
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• v.23 no.2
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• pp.91-107
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• 2014

In computer-mediated idea generation where contributions can be anonymous, the ability to accurately monitor performances is limited, inducing social loafing. Prior research has suggested that social loafing is likely an important factor in reducing task performance. Researchers have theorized that loafing could be minimized if clear performance feedback is provided. Our prior study evidences a substantial performance gain by the provision of real time performance information about who is contributing and who is not. However, our prior study incorporated the quantity feedback only to create a larger pool of ideas based on the long-standing assumption (i.e., quantity breeds quality), not considering the quality feedback. As a result, taking advantage of anonymity in the form of pseudonymity, individuals in almost all groups exhibited a tendency of self-presentation by capitalizing on ideas of which quality was low and even frivolous (i.e., junk comments) toward the later stages of the session. Thus, we have learned that the quantity performance feedback alone does not have enough restrictiveness to consistently control the performance behavior throughout the session. Since a process chart allows participants to monitor process variation by comparing new performance data to past performance data, we incorporated real-time visual process performance feedback to reveal performance histories by connecting the sequence of idea quality scores in a time-series format. Using this environment, a laboratory experiment was conducted with five-member groups that examined the influence of both identifiability (i.e., anonymity versus pseudonymity) and process performance feedback (i.e., yes or no) in a $2{\times}2$ factorial design. The result showed that groups in the process performance feedback treatment outperformed groups in the no feedback treatment. Additionally, process performance feedback and identifiability interacted such that groups in the process performance feedback/pseudonymity treatment had the highest performance. The implications of these findings for future research, as well as the implications for the design of group idea generation procedures are discussed.

• Journal of the Korea Academia-Industrial cooperation Society
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• v.19 no.11
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• pp.253-263
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• 2018

This paper examined the U-shape curvilinear relationship between team level conflict management and individual level turnover intention by using exit-voice theory, bandwagon effect, and social loafing theory. In addition to the non-linear relationship between team-level conflict management and individual-level turnover intentions, we also examined how trust in leaders has a moderating effect on this relationship. The samples were collected from a South Korean manufacturing company with 331 team members from 48 teams and items were measured twice to avoid common method biases. The intercepts-as-outcomes model of hierarchical linear modelling was conducted to verify the hypothesis. Results supported the cross-level curvilinear hypothesis which indicated that employees' turnover intention sharply decreased if the activeness of group conflict management was small and increases slightly, but this tendency moderated as activeness increases. After passing the lowest point, their turnover intention increased in the end. However, the moderation effect of trust in leader on this relationship was not statistically significant and hypothesis 2 was rejected. This paper explained the effects of group dynamics of conflict management on individual turnover intention. Such evidence may elucidate the importance of managing the social loafing behavior on conflict management process. This paper examined the sequential, multi-level, and curvilinear relationship between conflict management and turnover intention. Organizations and managers will benefit from avoiding the human resource loss by managing the conflict management process.

• Journal of the Korean Society for Library and Information Science
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• v.47 no.1
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• pp.399-417
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• 2013

The purposes of this study are to investigate students' attitudes regarding group projects and to suggest an effective way to promote collaborative learning using Wiki. This study employed a survey questionnaire, which was distributed to students enrolled in classes provided by a university in Seoul. The result revealed that students preferred individual projects to group projects because various barriers occur in the process of group projects. Students' responses also indicated that rapport among group members influences the success of a group project. In addition, Wiki, as a Web 2.0 tool for group collaboration, was recognized as being useful in terms of promoting openness, modification, and effectiveness. Based on these findings, this study suggests the following for effective collaborative learning: (1) conducting peer- and self-assessments to avoid social loafing, (2) establishing rapport among group members, and (3) using Wiki in an active manner.

• Journal of the Korea Society of Computer and Information
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• v.18 no.2
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• pp.141-147
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• 2013

Teams are used often in the workplace and in educational institute. Despite the advantages of students teams, the two most common problems are social loafing and free riding. I suggest that 'You are fired' method can be used successfully in students team project, especially in our cultural mood. The 'You are fired' method is very simple to execute into business classes using team assignments. Students can fire team members who will not do the necessary work or will not attend meetings with a simple two-step processes. To fire a student of the team must send an e-mail listing specific work that he or she is not doing and/ or meetings he or she is not attending. And a copy of the e-mail must be sent to the faculty member. If the free-rider fails to accomplish the required work, then a second e-mail is sent notifying the student that he or she is fired along with a copy to the faculty member. Data from 257 undergraduate students are analyzed for usefulness of 'You are fired' method. Students are highly supportive of all components parts of the 'You are fired' method. They strongly support the effectiveness of this method to prevent free riding on performing team projects.