Role of Organizational Accountability in the Reduction of Social Loafing Behavior in the workplace: An Empirical Study in Al-Sadr General Hospital
DOI:
https://doi.org/10.61841/sz7xkq73Keywords:
Organizational behaviour, organizations, decision making, workgroupsAbstract
Senior management is an effective tool for strengthening organizational accountability in public organizations. Implementation to enhance accountability remains unclear in most organizations and includes many complex processes due to the disruption of multiple accountability regulations. This study aims to provide an understanding of how regulatory accountability improves employee accountability, by highlighting key elements of the organization that reduce turmoil, employee dysfunction, and social loafing. This study adopts a qualitative approach to the study of staff groups using a set of regulations imposed by the organization. The data was collected using a questionnaire that included semi-organized and organized interviews and reviews of observations at Al-Sadr General Hospital. The results revealed that the dimensions of organizational accountability that mitigate social loafing are classified into four, namely: informal accountability, official accountability, decision accountability, and process accountability; as the task of official accountability is seen as difficult, and can affect social loafing in a positive way, because group members feel it is necessary to make an effort and contribute to the team's performance, because their contribution is unique and necessary to the group's final outcome, although the participants have been randomly selected. This study contributes, and gives greater insight, into how to deal with social loafing in the accountability relationships that exist in research, by providing many elements of success that reduce the chaos of accountability relationships in public institutions. The study highlights the need to examine more elements, particularly in the organizational context, to help public organizations improve their performance and to enhance accountability in their operations.
Downloads
References
Angela T. H., Michael G. B., Gerald R. F., Todd, M., R., Dale E. F. (2007), " The accountability lens: A new way to view management issues", Business Horizons, Vol. 50, pp.405–413.
Ashley, S. and Tommy, N. (2014), "Social Loafing: A Review of the Literature", Journal of Management Policy and Practice vol. 15(1), pp. 58-67.
Bart d. L., Stijn M.J. and, Berend W. (2011), "The effects of process and outcome accountability on judgment process and performance", Organizational Behavior and Human Decision Processes, 115, pp. 238–252.
Bernard, G. (1999), "Social behaviors as determined by different arrangements of social consequences: social loafing, social facilitation, deindividuation, and a modified social loafing", The Psychological Record, 49, pp. 565-578.
Dwight, D. and Gerald R. (1999), "The Moderating Effects of Accountability on the Conscientiousness-Performance Relationship", Journal of Business and Psychology, Vol. 13 No. 4, pp. 515-524.
Elias, O., Capri, G. F., Masicampo, E. J., Lara, K. K., Robert, E. A. and Steven, R. F., (2017), " Accountability: a missing construct in models of adherence behavior and in clinical practice", journal Patient Preference and Adherence, 25 July, pp. 1285–1294.
Itamar, S. and Peter, N. (1992), " The Effect of Accountability on Susceptibility to Decision Errors", Organizational behavior and human decision processes, 51, pp. 416-446.
Lotte, S., Daan van, K., Bernard A. N.and Carsten K.W. (2007) " Motivated information processing and group decision- making: Effects of process accountability on information processing and decision quality", Journal of Experimental Social Psychology, 43, pp. 539–552.
Mary, A. B., Stephen, G. H. and Thomas, M. O. (1986), "Effects of Personal Involvement: Thought-Provoking Implications for Social Loafing", Journal of Personality and Social Psychology, Vol. 51 No. 4, pp.763-769.
Michael, R. and Angela L. (2002), "Organizational commitment, accountability, and work behavior: a correlational study", social behavior and personality, 30(7), pp. 653-660.
Neal, P., Stephan, J. and Alexandrla, L. (2003), "Effects of Accountability on Rating Behavior and Rater Accuracy, Journal of Applied Social Psychology, 33, 12, pp. 2493-2514.
Neal, P. M., Rebecca, M. G. and Amy, L. B. (2007), " Accountability in a Performance Appraisal Context: The Effect of Audience and Form of Accounting on Rater Response and Behavior ", Journal of Management, Vol. 33 No. 2,
pp. 223-252.
Nilsen, T., Haugen, T., Reinboth, M., Peters, D.M. and Hoigaard, R. (2014), "Explicit prior knowledge of social loafing does not reduce social loafing in subsequent team cycle trial performance, Kinesiologia Slovenica, Vol. 20 No. 2,
pp. 17–25.
Noel H., and Danielle M. (2017), " Trust and accountability in UK charities: Exploring the virtuous circle", The British Accounting Review, Vol. 50 No.2, pp. 1-11.
Norfaiezah, S. and Ian T. (2014), " Broadening corporate accountability: An ‘idealised’ downward accountability model", Social and Behavioral Sciences, Vol. 164, pp. 429 – 436.
Patricia, M. (1991), "The Relationship of Accountability and Interdependent Behavior to Enhancing Team Consequences", Group and Organization Studies, Vol. 16 No. 3, pp. 300-312.
Phillip, W., Lisa, A. J., Marie, C. W. and Diana, L. J.(1997), "Comparison of the Effects of Formal and Informal Accountability on the Correct Performance of a Lifeguard Rescue", Journal of Behavioral Education, Vol. 7 No. 3, pp. 359-371.
Praveen, A. and Connie, L. O. (2008), "Social Loafing on Group Projects Structural Antecedents and Effect on Student Satisfaction", Journal of Marketing Education, Journal of Marketing Education, Vol. 30 No. 3, pp. 255-264.
Robert, H. M. and Gerald, L. B. (1995), "Individualism-collectivism as an individual difference predictor of organizational citizenship behavior", Journal of organizational behavior. Vol. 16, pp. 127-142.
Roderick M. K., Pamela P. and Elizabeth N. (1993), " The Social Context of Negotiation: Effects of Social Identity and Interpersonal Accountability on Negotiator Decision Making", The Journal of Conflict Resolution, Vol. 37 No. 4, pp. 633-654.
Stephen, K. M. and Stephen, J. W. (2018), "Accountability and responsibility defined", International Journal of Managing Projects in Business, Vol. 11 No. 3, pp.687-707.
Tariq, Al-Shbail and Aini A. (2018), "E-government and accountability: How to mitigate the disorders and dysfunctions of accountability relationships", Transforming Government: People, Process and Policy, Vol. 12 No. 2, pp.155-190.
Todd, M. R., Angela T. H., Wayne, A. H., Pamela, L. P. and Gerald, R. F. (2005), "The interactive effects of accountability and job self-efficacy on organizational citizenship behavior and political behavior", Organizational Analysis, Vol 13 No. 1, pp. 53–71.
Zhenpeng, L., Hailin, Q. and Einar, M. (2013), “Justice perceptions and drives of hotel employee social loafing behavior", International Journal of Hospitality Management, 33, pp. 456–464.
Jennifer, M., (1992), "Extrinsic and Intrinsic Origins of Perceived Social Loafing in Organizations", The Academy of Management Journal, Vol. 35, No. 1, pp. 191-202.
Patricia, M. and Gary, M., (1996), " Effects of Accountability on Symbolic Information Search and Information Analysis by Organizational Buyers", Business & Management, Vol. 24 No. 1, pp. 57-65.
Downloads
Published
Issue
Section
License

This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
