Social Loafing and Group Projects
Free Rider Problem in the Workplace
Equity Theory and Employee Motivation
Naïve Realism and Workplace Conflicts
Goal-Setting Theory and Employee Performance
500

You are part of a group project where one member consistently contributes less effort than the others. Based on the concept of social loafing, what are two strategies you could implement to increase their participation?

Potential Answer:
Social loafing occurs when individuals reduce effort in a group setting due to a diffusion of responsibility. Two strategies to reduce social loafing include:

  1. Assigning Individual Accountability – Clearly define each member’s contributions so effort is visible and measurable, reducing ambiguity.
  2. Increasing Task Interdependence – Design tasks so that each person's work directly impacts the group outcome, increasing their sense of responsibility.
500

A company implements a bonus system where employees receive equal rewards for team performance, but some employees take advantage by contributing less. Using the free rider problem concept, what unintended consequences might arise, and how could the company redesign the system to prevent them?

Potential Answer:
The free rider problem occurs when individuals benefit from group work without contributing their fair share, leading to:

  • Lower Team Morale: Hardworking employees may feel exploited and disengage.
  • Reduced Productivity: The group might underperform if too many people contribute minimally.

To prevent this, the company could:

  • Introduce Individual Performance Metrics – Part of the bonus should be based on individual contributions.
  • Use Peer Evaluations – Allow teammates to rate each other’s efforts, discouraging free riding.
500

Two employees perform the same job, but one discovers they are paid less than the other despite equal effort and experience. Using Equity Theory, predict how this employee might react and suggest an organizational solution.

Potential Answer:
According to Equity Theory, individuals compare their input/output ratios to others’. If an employee perceives inequity, they may:

  • Reduce Effort – Work less to match perceived fairness.
  • Request Higher Compensation – Demand a raise to restore balance.
  • Leave the Organization – Seek a more equitable workplace.

Organizational Solution:

  • Transparent Pay Structures – Clearly define salary determinants.
  • Performance-Based Incentives – Ensure pay differences reflect performance differences.
500

A manager and an employee disagree on the best way to complete a project. The manager believes their perspective is completely objective, while the employee thinks the same about their own view. How does the concept of naïve realism explain this conflict, and what can be done to resolve it?


Potential Answer:
Naïve realism is the belief that one’s perception is objective while others are biased or misinformed. This can lead to:

  • Miscommunication: Both parties assume the other is irrational rather than considering alternative perspectives.
  • Resistance to Collaboration: Each party dismisses the other’s viewpoint.

Resolution Strategies:

  1. Perspective-Taking Exercises – Encourage both parties to articulate the other’s position.
  2. Structured Decision-Making – Use data-driven approaches rather than personal judgment.
500

A company wants to improve employee performance by setting goals. Based on Goal-Setting Theory, what characteristics should these goals have to be most effective?


Potential Answer:
According to Goal-Setting Theory (Locke & Latham), effective goals should be:

  1. Specific – Clearly define expectations (e.g., "Increase sales by 10%" instead of "Do better").
  2. Challenging but Attainable – Goals should stretch abilities but remain realistic.
  3. Accepted by Employees – Employees should have input to enhance motivation.
  4. Feedback-Oriented – Progress tracking and feedback should be provided to maintain engagement.
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