b. Our knowledge of social loafing suggests that managers using larger groups should also provide measures of individual performance. 5. Cohesiveness can influence a group’s level of productivity or not, depending on the group’s performance-related norms. 6. Diversity appears to have a mixed impact on group performance, with some studies suggesting that diversity can help performance and others suggesting it can hurt it. a. It appears the situation makes a difference in whether positive or negative results predominate. 7. High congruence between a boss’s and an employee’s perception of the employee’s job correlates strongly with high employee satisfaction. a. Role conflict is associated with job-induced tension and job dissatisfaction. 8. Most people prefer to communicate with others at their own status level or a higher one rather than with those below them. a. As a result, we should expect satisfaction to be greater among employees whose job minimizes interaction with individuals lower in status than themselves. 9. The group size–satisfaction relationship is what we would intuitively expect: a. Larger groups are associated with lower satisfaction. b. As size increases, opportunities for participation and social interaction decrease, as does the ability of members to identify with the group’s accomplishments. c. At the same time, having more members also prompts dissension, conflict, and the formation of subgroups, which all act to make the group a less pleasant entity of which to be a part.
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