Effort-avoidance propensity is a form of negative employee behavior, referring to the likelihood that an employee will not exert sufficient effort during job performance. This concept of effort-avoidance propensity conceptualizes the common characteristics observed in loafing, social shirking, and free-riding. In existing theories of employee behavior, this concept is treated as part of adaptive responses to job dissatisfaction. Furthermore, organizational citizenship behavior has been extensively studied as a concept possessing characteristics opposite to effort-avoidance. Conceptually, these concepts share a commonality in that they represent behaviors that fall short of or exceed the employee's work role. This paper first examines whether the concepts of effort-avoidance propensity, adaptive behavior to job dissatisfaction, and organizational citizenship behavior can be unified into a single construct. It also examines the relationships among the key influencing factors addressed in each theory, including job satisfaction, task visibility, and degree of group attribution. Analysis of collected data revealed that, from the employees' own perspective, effort-avoidance propensity and organizational citizenship behavior are perceived as strongly related yet distinct dimensions, while supervisors perceive them as a single, undifferentiated dimension. Furthermore, task visibility and group conformity were found to influence employees' self-reported effort-avoidance propensity, whereas the affective component of employee job satisfaction was found to be important in supervisors' judgments. Additionally, it was confirmed that supervisors are able to detect employees' effort-avoidance propensity, and that employees derive affective satisfaction from engaging in effort-avoidance. No significant influencing factors were found for organizational citizenship behavior, which employees perceive as a separate construct.