TheEffectOfConflicttoSocialLoafinginGroupWorkofOrganiza tion-ResearchinHoChiMinh City, Vietnam VuBaThanh FoodFarmCompanyLimited.,Vietnam NgoVanToan UniversityofFinance–Marketing,Vietnam
Trang 1TheEffectOfConflicttoSocialLoafinginGroupWorkofOrganiza
tion-ResearchinHoChiMinh City, Vietnam
VuBaThanh
FoodFarmCompanyLimited.,Vietnam
NgoVanToan
UniversityofFinance–Marketing,Vietnam
Abstract
Thisstudyexplorestheimpactofconflictsonsocialloafingintheorganization'sgroupwork.Thr oughquantitativeanalysisofthesurveydatafor457civilservantsworkinginHoChiMinhcitytoevaluatethesca lea n d researchmodel.Researchresultsshowthatthethreecomponentsofconflict: taskconflict,r elationshipconflicts,andprocessconflicthavethesameeffect onthesocialloafingoftheindividualint hegroup.Theresultsalsoshowthatconflictingrelationshipswillhavethegreatestimpactonsocialloafing Therefore,eachorganizationshouldtakemeasurestoreducesocialloafinginordertoreducetheuncert aintyofmembersintheprocessofgroupwork
Keywords:Socialloafing,Conflict,Groupwork,HoChiMinhCity
1.Introduction
Inthelifeofthehumanworkinggroupisindispensable.AccordingtoKarau&Williams(1993),wej ointeamstoperformmanyimportanttasksthatrequirecollectiveefforttoworktogethertoaddresstheulti mategoaloforganizationset.Groupactivityisnotlimitedtoanyfieldandinanyarearequiresteamexistenc eandteamworkisessential.AsPooleetal
(2004)statedthat"peopleliveingroups,workingroups,andplayingroups."Ho wev er, w he n worki ngingroups,theconflictbe t we e n membersis unavoidable.Ac co rding to T u c k m a n (1965),ac onflictisaplacethatwillexplainthediscoveryofsocialloafingamongindividualsinthatc o m m u n i t y Althoughteamworkishighlyrecommended,socialloafingin
thegroupshouldnotbeignored,socialloafingwillreducetheeffectivenessofthegroup(Lataneetal.,197 9).Thus,theconflictinthecollectivewilltakeplaceandthen whatwilltheme mber s oftherestofthe way?
Understandingtheimportance ofcollectiveconflictandsocialloafingamongindividualsintheorganiz ation,theauthorsexploretheimpactofconflictsonsocialloafinginthisstudy
2.Theoreticalbackgroundandresearchmodel
Conflict
Groupworkinthe organizationisa"tool"forustofeelthe disturbanceinthegroup Conflictariseswhenteammembersarenotawareofacommongoalandtheinterventionsofeachmember toachievethatgoalared i ff e r e n t (Singhetal.,2017).Conflictislikelytomakethegroupmember s'cohesionlesslikely,andgroupcohesionwillalsodecreaseiftheconflictsbetweenmembersarelarge(Je hn,1995)
Trang 2Conflictsidentifiedbyresearchersconsistedofthreecomponents:taskconflicts,relationshipconflict sandprocessconflicts(Jehn,1997;Jehn&Mannix,2001).Taskconflictsaredefinedasdisagreementsandargum entsa m o n g teammembersaboutthecontentoftheworkandthegoalstobeachieved,orargumen tsaboutthem e r i t s ofaproblemintheteam(Behfaretal.,2011;DeDreu&Weingart,2003;Jenn,1995,19 97;Priem&Price,1 9 9 1 ) Whenaconflictofinterestismoderate,ithelpstheteammemberstobetterun derstandthegoalsandwillhelpthemgetmoreideas.Asaresult,
thegroupwillbemoreefficientandtheproductivityof
thegroupwillbeincreased(Amason,1996;Jehn,1995;Schweiger,Sandberg&Rechner,1989;Cozier&
Rose,1977).Inaddition,ifhigh-leveltaskconflictsinthegroupresultinmoreindividualconservatismwiththeirproposals,theeffectivene ssofthegroupwilldeteriorateandthequalityoftheterminationRelationshipsamongmembersa r e als oreduced (DeChurch,Hamilton,& Haas, 2007;Tidd, McIntyre &Friedman,2004;Simons& Peterson,2 0 0 0 ) Conflictisasocialconflictoremotionalconflictthatarisesfromdifferencesinthevaluea ndpersonalityofeachindividual.Inaddition,conflictinrelationshipsisofteninfluencedbyhostility,tensionan ddiscomforta m o n g teammembers(Behfaretal.,2011;DeDreu&Weingart,2003;Pearson,Ensley& Amason,Jenn,1995,1 9 9 7 ; Priem&Price,1991).Relationshipshaveanegativeimpactongrouppr oductivityandjobsatisfaction( W a l l &Nolan,1986).Processconflictisthedisagreementabouthowb esttomixresourcesfromgroupwork,includingtimei s s u e s a nd workloaddistribution( J a n i c i k & B a r t
e l , 2003).P r o c e s s conflictsc a n r e du c e thee ffi c i e n c y oftheteamaswellastheabilitytocoor dinatetasksinthemostefficientway(Deutsch,1973;Jehn
&Chatman,2 0 0 0 ) I n addition,processc o n fl i c t s c a n negativelya ff e c t thes a t i s f a c t i o n ofm embersw h e n workingtogetherbycausingfeelingsofdisrespectandunfairnessinthegroup(Lind& Tyler,1988).Thesethreetypesofconflictsnotonlyaffecttheperformanceandsatisfactionofthegroup,b utalsothesethreetypesofconflictsareinterrelatedthroughouttheworkinggroup.Jehn's(1997)stu dyhasproventhatconflicts ofinterestc a n bet r a n s f o r m e d intoconflictingr e l a t i o ns hi ps w he nc
r i t i c i s ms regardingtaskperformancea r e c o n s i d e r e d negativeorunresolvedtasks.Successfu l.ResearchbyBehfaretal
(2008)alsosuggeststhatprocessconflictswillreachahigherlevelthanallothertypesofconflictingroupinte raction
SocialLoafing
Theoriginofsocialloafing beganwithresearcherRingelmann(1913,ledbyLatanéetal.,197 9;Simms,2 0 1 4 ) , whoexperimentedwithparticipantsinpullingaropewhentheparticipantspullth erope,theyworkl e s s andtheirpullislowerwhentheydoitalone.Asthesizeincreases,theperformancei nthegroupislowerthanthatofanindividualperformingthesamejob.Fromtheaboveobservations,Rin gelmannpointedoutthatwhenworkingingroups,theindividual'seffortwoulddecrease.So,theseeffe ctsarecalledthe"Ringelmanneffect"(Latanéetal.,1979).Afterdiscoveringthe"RingelmannEffect," manyresearchershavecomeupwithstatementsfor thiseffect Steiner(1972),ledbySingh(20 17),proposedtwoexplanationsto e x p l a i n theRingelmanneffect:Oneisindividualswithoutm otivationtopulltheropeorbythosewholackmotivation.Reduceeffort,especiallywhengroupsizeincrea ses.Thesecondexplanationisthattheteammaynotworktogethersothattheeffortsofthemembersarenot optimal.Ingham,Levinger,Graves,andPeckham( 1 9 7 4 ) repeatedtheropespinningexperiment.Inthise xperiment,researchersaskedparticipantstoblindtheire y e s topulltheropeandmakethetesttakersbe lievetheywerepullingtheropealongwithothers,whileinf a c t , Theyhavetodoitalone.Andtheresultsh aveshownthattheindividual'sperformanceisstilllowerthanwhentheyknowtheywillperformalone.Willi ams&etal(1981)expandedtheexperimentandcametotheconclusionthatiftheeffortsoftheindividua lsintheorganizationweremeasured,thosewhocausedconflictorcauseindifferencewoulddecreasean dTheirresearchfocusesonthestudyofhowtomeasuretheoutputofindividualsintheorganization.W ithInghametal.(1974)andLataneetal
(1979),therearemanyotherauthorsw h o h a v e f o l l o w e d K a r a u e t a l
Trang 3( 1 9 9 3 ) ; George( 1 9 9 2 ) ; Etemadie t a l
( 2 0 1 5 ) a r g u e thatc o l l e c t i v e resilienceisaphenomenonwheretheindividual'seffortstoachieveagoal whentheyworkinateamarelowerwhentheindividualworksindependently
Trang 4Task conflict (TC)
Relationship conflict (RC) Social loafing (SL)
Process conflict (PC)
Therelationshipbetweenconflictandsocialloafing
Socialloafingisdirectlyprovokedbytheconflictbetweenindividualsbecausetheperceptionofu nfairworkandthedistributionofunfairrewardsiswheresocialloafingbegins.Negativeinfluence scausedbyconflictamongteammemberscanbelengthened,leavingmemberstoremainindi fferentto theworkthatn e e d s tobedonewithinthegroup(Öhman,Flykt,&Esteves,2001)
Inaddition,socialloafingalsocomesdirectly orindirectlyfromconflictingrelationships.Dire ctengagementofindividualswithinthegroupcanbeinitiatedbyarguingtowithdrawfromthisconflic tandm a y atleastreduceone'scontributiontothegroup(i.e.twobasicfactorsdeterminingcollectiv eignorance).Althoughwithdrawingfromtheconflictofrelationshipsandreducingeffortsinthegroupdoesn otmeanthatsupportforcollectiveredundancyoccurs,theissueisalsoconsideredtohavenegativeeffectson productivitya n d groupspirit(Deutsch, 1973) Baxter(1982)likewisearguesthatavoidingconfli ctingrelationshipsisac o m m o n meansofdealingwithconflictwithinthegroup.Teammembersare quitealertandsensitivetothosew h o tendtoavoidandworktoreduceconflictwithinthegroupbecausetheyd onotwanttobeunfairlyjudgedbypotentiall a z y people.c o n fl i c t i n g r e l a t i o n s h i p A t thesameti me,relationshipconflictc a n a l s o a ff e c t collectiven e u t r a l i t y t h r o u g h reconciliation(Jehn,1 9
9 7 ) Basedontheaboveanalysisofther e l a t i o n s h i p betweencollectiveindifference,conflictofrel ations,itcanbeseenthatbothconflictandconflictcandirectlyc a u s e collectiveindifferenceinthegro up
Therelationshipbetweentaskconflictsandprocesswithcollectiveignorancemaydependonthelev
shownthatgroupsdiscussanddiscussissuesofgoalsortaskswhenconfrontedwitheachotheratamoder atelevelofwork(Jehn,1995).Theseconflictinginteractionsshowthemotivationofteammemberstoreorga nizethegroup'sresourcestructurebyassigningtherightjobtotherightperson.Theycan
alsominimizecollectivenegligencebecausegroupmembersbelievethattheiri n v o l v e m e n t in resolvingtasksorconflictingprocessesis meaningfulandimportanttoachievingpersonalgoal s.aswellasthegroup(KarauandWilliams,1993)
Fromtheabovediscussion,theauthorsproposethefollowingresearchmodel
Model:Themodelaimstoexaminethefactorsthataffectorganizationalequality
SL 1*TC 2*RC 3*PC
3.Researchmethodology
usingqualitative-quantitativeresearchmethod.Thequalitativemethodisusedtofindthescalethatmatchesthe
modelandthenusesaquantitativemethodtoverifythatthemodelisappropriate.Thedataw a s collecte dfromstaffworkingatorganizationsinHoChiMinhCitythroughconvenientsampling
Trang 5Thedata collection toolconsists of3parts First,thetoolincludesdemographic questionsd esignedtodeterminetheage,gender,location,thetimetheyworkattheorganizationandfindoutifthe yarepartofateam.ornot.Inthe
secondpart,18questionsaredesignedtomeasurethecompositionofconflictelementsina n organizatio n.Andfinally,thethirdpartisthe10questionsthataredesignedtomeasureorganizationalignorance.T hesescalesareusedontheLikertscaleof5levelsfromlevel1to"completelydisagree" tolevel 5a s "absolutelyagree".Thenumberofparticipantsinthisstudywas457
4.Analysisofdataandresults
Cronbach’sAlphaandExploratoryFactorAnalysis
VerificationofCronbach'sAlphascalereliabilityshowedthatfourobservationvariablesofprocessconflict ( P C ) , 3 observationvariablesoftaskconflictv a r i a b l e ( T C ) , 3 v a r i a b l e observationvariables(
R C ) , a n d 8 observablevariablesin10variablesofcollectivebarometricvariability(SL)
(observedvariablesSL3
andSL7withindexlessthan0.3shouldbeexcluded)havethereliabilityHighdependence(greatert han0.6),thesei n d e p e n d e n t variableswill be includedfor EFAanalysisforthe nextstep AfterperformingEFAasshowninTable1,theKMO=0.751>
0.6indicatesthattheresultsoftheEFAanalysisarereliableandthattheanalysisi s appropriate.Sigv alue.=0.000≤0.05intheBattletestshowedthattheanalysisresultswerestatisticallysignifica ntlygreaterthan95%andtheobservedvariableswerecorrelatedintheoverall.Thetotalvarianceof6 3
8 0 2 % representingthefactorsderivedfromtheanalysiscanaccountfor63.802%ofthevar iationintheinitials u r v e y d a t a T h e c o e ffi c i e n t ofE i g e n v a l u e s ofthefourf a c t o r s i n them
o d e l i s e q u a l to1 , 8 3 5 > 1 , c o n fi r m i n g thattherewillbethreefactorsderivedfromtheanalysisa ndthefactorloadfactoroftheobservedvariablesineachfactorofthevariables.Observationsineachfac toraregreaterthan0.5showingthegoodrepresentationofthevariablesforthefactorthatthevariablesr epresent.TheresultsinTable1alsoshowthatf a c t o r s thatrepresentresearchconceptsandarehighl yreliablearewellsuitedforsubsequentanalyzes
Bảng1:ResultsofCronbach’sAlphaandEFA
Cronbach'sAlpha=0,724
Cronbach'sAlpha=0,772
Cronbach'sAlpha=0,762
SL1
0
0.856
Cronbach'sAlpha=0,861
Trang 679
Trang 7SL2 0.597
Invalidmethod 32.106 49.949 63.802 51.786
Eigenvalues 3.211 1.784 1.385 4.143
KMO=0,751 Sig=0.00
0 Sig=0.000 Sig=0.000 Sig=0.000
Regressionresults
TheauthorsperformedregressionanalysiswithSLdependentvariablesandthreeindependentvariabl es,T C , RCandPC.ResultsarepresentedinTable2
Table2:Resultsofregressionanalysis
Model
Unstandardize dCoefficients StandardizedCoefficient
CollinearityStatistic s
1
TaskConflict(TC) 211 020 345 10.548 000 0.941 1.062 RelationshipConflic
ProcessConflict(PC) 234 025 321 9.410 000 0.863 1.159 a.Biếnphụthuộc:SocialLoafing(SL)
R2=0,546;A d j R2=0,543
F=181,030;Sig.=0,000
FromtheregressionresultofTable2,theR2coefficientis0.546andtheR2correctionis0.543.Thus, themodelwith3taskconflictvariables(TCs),conflictrelationships(RC)andprocessconflicts(PC)accounted for5 4 3 % oftheimpactofconflictingcomponentscollectiveindifferenceinthegroup.Sigvalue=0 000(<0.05),s o thecombinationoftwoindependentvariablescanexplainthevariabilityofthede pendentvariable.ThemagnifiedcoefficientsoftheVIFvariance(Table2)areless
than2,indicatingthattheregression modeldoesnotoccurinmulti-collinearphenomena(whenVIFexceeds10,multipliersoccurandwhenVIFisgreaterthan2 , itisnecessar ytobecarefulininterpretingtheregressionweights
Regressionanalysisgivesusthenormalizedlinearregressionequationasfollows
OJ 0.345*TC 0.377*RC 0.321*PC
Throughtheaboveequation,itcanbeseenthattheTC,RCandPCcomponentshavethesameeffect onthebehaviorofcardissuersoforganizationsinHoChiMinhCity.Fromtheequationonthecomponent sofconflicts,thelevelsofimpactarenearlythesame,buttheinternalcommunicationfactorhasthelowestimp actoncollectiveindifferenceintheorganizationwith0.321
5.Conclusion
Researchresultsshowthatthecomponentsofcollectiveconflicts,suchasconflictsofinterest,confli ctsofrelationshipsandprocessconflicts, havethesameimpactoncollectiveindifference attheo rganizationsinH C M C HoChiMinhCitywitharepresentativesampleof457samples.Inparticular,confli ctingrelationships
Trang 8aremoststronglyinfluencedbythecollectiveconsciousness,followedbyconflictsofinterestandconflictst hath a v e theleasteffectoncollectiveignorance.ThestudybySimonandPeterson(2000)alsoshowedthat conflictsofdutywouldturnintoconflictsofrelationshipswhenresourceallocationtosolveproblemswaswro ng.Thisdemonstratesthatinordertostimulatecreativityandincreaseefficiency,areductionintaskconflictsis neededa n d thatteammemberswillunderstandmoreaboutthetasksthatneedtobedoneinthetea m(Jehn,1995;Simons&Peterson,2000).Therefore,inordertoreducecollectivenegligence,me mbersoftheorganizationshouldalsoavoidpossibleconflictswhenworkingtogether.Inordertom inimizeconflictsthatmayoccurduringg r o u p w o r k , m e m b e r s n e e d toh a v e a g r e e m e n
t s , r u l e s , ors t a n d a r d s tomanageconflictsw h i l e p e r f o r m i n g g r o u p t a s k s Ina d d i t i o n , thep e r f o r m a n c e oftaskst o a c h i e v e t h e objectivesoft h e w o r k , themembersalsoneedtoclearl yassignresponsibilitiesandrightsofeachmemberwhenperformingtasksinthegroup.Inaddition,whenass igningtaskstoeachmember,theyshouldbeassignedfairlyandappropriatelysothateverymemberofthet eamunderstandsthattheassignmentisappropriatetotheirabilitiesandbelievesthatsuccessThegro up'scontributionisduetothecontributionofthatmember'seffort.Finally,intheeventofaconflict,discu ssions,anddiscussionsneed tobelimitedtofindingmistakesormistakesinthegroupprocessrathert hantheindividual'sfailuretodoso.Forgreaterconflictbetweenindividuals.Fromtheabovesuggestions,c ollectiver e d u n d a n c y w i l l ber e d u c e d i n thee v e n t ofa conflict,a n d i n conflictinggroupope rations,conflictresolutionwillbeeffective.Reducetheteamandmaketheteamworkbetter
However,researchislimitedtotherelationshipbetweenconflictandsocialloafing,somorerese archisn e e d e d
tofindouthowothercomponentsaffectsocialloafing.Inaddition,non-probabilitysamplinginsomecentraldistrictsmaymakethesamplelessrepresentative,sothisisanotherdire ctiontoimprovethesamplingmethod.In addition,thedifferencesofthesurveyedsubjectssuch asage,sex,educationlevel,jobposition a l s o affected the socialloafing.And onesuggestionforfurtherresearchisthatfurtherresearchisneededinas p e c i fi c industrysothatitisp ossibletoidentifywhichsectorfactorshaveastrongimpactonsocialloafing
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