The equity theory of motivation, developed by J. Stacy Adams in 1963, suggests that people are motivated by fairness in the workplace. According to this theory, individuals compare their own outcomes and inputs (contributions) with those of their peers or colleagues to determine if they are being treated fairly.
The theory proposes that motivation can be influenced by the perception of inequity. Inequity occurs when an individual perceives a lack of balance between their inputs (effort, skills, time, etc.) and outcomes (salary, recognition, benefits, etc.) in comparison to others. Inequity can manifest in two ways:
1. Underpayment inequity: When an individual believes they are not receiving adequate rewards for their efforts compared to others who are in similar positions.
2. Overpayment inequity: When an individual believes they are receiving more rewards than they deserve in comparison to others.
According to the equity theory, individuals strive to restore equity by adjusting their inputs or outcomes. They may do this by seeking a raise or promotion, reducing their effort, or even leaving the organization if they feel they are being treated unfairly.
The theory suggests that individuals assess equity by considering the following factors:
1. Inputs: These are the contributions individuals make to their work, such as effort, skills, experience, and time.
2. Outputs: Outputs refer to the rewards individuals receive for their work, including salary, benefits, recognition, and job satisfaction.
3. Referent: A referent is the person or group with whom an individual compares their own inputs and outputs. This could be a coworker, a friend, or even oneself at a different time.
Overall, the equity theory of motivation emphasizes the importance of perceiving fairness and equality in the workplace to maintain motivation and job satisfaction. It suggests that individuals are motivated to restore equity when they perceive inequity in their work relationships.
Equity theory of motivation
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