Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships

By S. Murphy, Sandy J. Wayne, R. Liden, B. Erdogan. 2003

261 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/98232344e7226ec652be64013301fb2ef9abbe89

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Motivating knowledge sharing through a knowledge management system (2008, background): “, to too little knowledge being shared [58–62].”
The Effects of Leader–Member Exchange and Organizational Identification on Performance and Turnover Among Salespeople (2011, background): “An important assumption of LMX theory is that both parties receive rewards from the relationship leading to increased trust and cooperation (Murphy et al. 2003).”
Students’ Perceptions of Social Loafing: Its Antecedents and Consequences in Undergraduate Business Classroom Teams (2009, methodology): “…derived the two key research questions that guided our initial exploratory study, versus an attempt to recreate comprehensive reviews of social loafing literature that have occurred elsewhere (see Comer, 1995; Karau & Williams, 1993; Murphy et al., 2003; Liden et al., 2004 for extensive reviews).”
The Impact of Servant Leadership on Hotel Employees’ “Servant Behavior” (2013, background): “Such employees have limited motivation to engage in social exchanges with their leaders (Murphy et al. 2003) and may find it difficult to build (or be indifferent to) high-quality LMX relationships with their leaders, even when the leaders engage in servant leadership behaviors.”
A Study of Exchange and Emotions in Team Member Relationships (2008, background): “Existing research has mainly recognized that TMX plays a role in parallel with leader–member exchange (LMX) as a predictor of individual and team effectiveness (e.g., see Liden et al., 2000; Murphy et al., 2002).”
The role of justice and social exchange relationships in workplace deviance: Test of a mediated model (2010, background): “, 1986) and that low LMX is associated with increased social loafing (Murphy et al., 2003).”
The Effects of Performance Rating, Leader–Member Exchange, Perceived Utility, and Organizational Justice on Performance Appraisal Satisfaction: Applying a Moral Judgment Perspective (2014, background): “Both the perceived fairness of rewards and of the leader’s behavior in allocating them are related to enhanced LMX (McFarlin and Sweeney 1992; Murphy et al. 2003).”