Social Loafing and Interpersonal Relationship as Correlates of Organizational Effectiveness

Abstract

This study explored social loafing and interpersonal relationship as correlates of organizational effectiveness of selected banks in Anambra State. Participants of the study were 304 bank employees (111 males and 193 females) were selected from the three major cities in the three senatorial zones of Anambra State using multi-stage sampling technique. The participants' ages ranged from 25 to 47 years with an average age of 29.50 years and standard deviation of 1.80. Being a survey study, Social Loafing Tendency Questionnaire (SLTQ), Modified Interpersonal Relationship Scale (MIRS) and Model based Organizational Effectiveness Scale were used as instruments for data collection. The design for the study was correlation design and Pearson Product Moment Coefficient statistics was used test the relationships among variables of the study.Anchored the Social exchange theory, the result revealed that there is a significant and negative relationship between social loafing and organizational effectiveness at r = .397*, p < .05(n = 304) while positive and significant correlation was ascertained between interpersonal relationship and organizational effectiveness at r = .204*, p < .05 (n = 304).  However, the relationship between social loafing and interpersonal relationship were found to be significant and negative at r = -.532*, p < .05(n = 304). Findings implied that human disposition and interpersonal exchange have organizational outcomes. The study recommends that measures to checkmate loafing tendencies in the organization be instituted while good organizational climate should be created to foster good interpersonal relationships among workers.