168 Part 2Striving for Performance
Size and Social Loafing One of the most important findings related to the size of
a team has been labelled social loafing. Social loafing is the tendency of individuals to
expend less effort when working collectively than when working individually.^59 It
directly challenges the logic that the productivity of the team as a whole should at least
equal the sum of the productivity of each individual in that team.
What causes this social loafing effect? It may be due to a
belief that others in the team are not carrying their fair share.
If you view others as lazy or inept, you can re-establish
equity by reducing your effort. Another explanation is the
dispersion of responsibility. Because the results of the team
cannot be attributed to any single person, the relationship
between an individual’s input and the team’s output is
clouded. In such situations, individuals may be tempted to
become “free riders” and coast on the team’s efforts. In other words, there will be a
reduction in efficiency when individuals believe that their contribution cannot be
measured. To reduce social loafing, teams should not be larger than necessary, and indi-
viduals should be held accountable for their actions.Member Flexibility
Teams made up of flexible individuals have members who can complete each other’s
tasks. This is an obvious plus to a team because it greatly improves its adaptability and
makes it less reliant on any single member.^60 So selecting members who themselves
value flexibility, then cross-training them to be able to do each other’s jobs, should
lead to higher team performance over time.Members’ Preference for Teamwork
Not every employee is a team player. Given the option, many employees will “select them-
selves out” of team participation. When people who would prefer to work alone are required
to team up, there is a direct threat to the team’s morale.^61 This suggests that, when select-
ing team members, individual preferences should be considered, as well as abilities, per-
sonalities, and skills. High-performing teams are likely to be composed of people who
prefer working as part of a team.Work Design
Effective teams need to work together and take collective responsibility to complete
significant tasks. They must be more than a “team-in-name-only.”^62 The work design cat-
egory includes variables such as freedom and autonomy, the opportunity to use a vari-
ety of skills and talents, the ability to complete a whole and identifiable task or product,
and the participation in a task or project that has a substantial impact on others. The evi-
dence indicates that these characteristics enhance member motivation and increase
team effectiveness.^63 These work design characteristics motivate teams because they
increase members’ sense of responsibility for and ownership of the work, and because
they make the work more interesting to perform.^64 These recommendations are consistent
with the job characteristics model we presented in Chapter 4.Process
Process variables make up the final component of team effectiveness. The process cat-
egory includes member commitment to a common purpose; establishment of specific
goals; team efficacy; a managed level of conflict; and a system of accountability.Common Purpose
Effective teams have a common and meaningful purpose that provides direction, momentum,
and commitment for members.^65 This purpose is a vision. It’s broader than specific goals.social loafing The tendency of
individuals to expend less effort
when working collectively than
when working individually.
Why don’t some
team members pull
their weight?