Equity Theory Paper

This can also relate to the process theories such as the expectancy and equity theories. The expectancy theory (Appendix c) predicts that individuals will be motivated if they value the reward given for work and believe this is a just reward. By working hard and professionally they can achieve promotion and so become motivated. The basis of the equity theory is related to one’s perception of job input and outcomes and those of their colleagues (Appendix d). Employees in Primark who have high input and outcomes can see these outcomes through the opportunity of promotion. However such fairness does not always arise in Primark.

Rather, Equity, and the sense of fairness which commonly underpins motivation, is dependent on the comparison a person makes between his or her reward/investment ratio with the ratio enjoyed (or suffered) by others considered to be in a similar situation”(Balancing Employee Inputs and Outputs).

Motivation is a very broad term that is discussed in a variety of settings. There is the motivation to perform in a business setting, the motivation to perform on the field of competition, the motivation to provide for friends and family, and the motivation to accomplish goals that have been set. These are all various motivations that any one person can be involved with at any time. According to Maslow, motivation always exists within a person and in various forms, “...motivation is constant, never ending, fluctuating, and complex, and that it is an almost universal characteristic of practically every organismic state of affairs” (Maslow, 1954). As complex as motivation seems, it is everyone’s intention to identify their personal

We can define motivation as the desire and willingness to do something and the inner force that helps individuals achieve their goals. Understanding what motivates employees and what employers can do to motivate their employees has been the focus of research for many years. This is mainly because motivated employees can provide an organisation with a distinctive advantage and a competitive edge and by being more productive they can help the organisation thrive and survive. In a public service organisation such as West North West Homes we would expect staff to be motivated partly by the desire to have a positive impact on others. Someone working within a sales team

A well-articulated compensation philosophy drives organizational success by aligning pay and other rewards with business strategy. It provides the foundation for plan design and administration and anchors current and future plans to the company's culture and values (Kaplan, 2006, p.32). Recognizing and rewarding achievement is the cornerstone of the company A’s compensation philosophy. The mission of the company is to attract, select, place and promote all individuals based on their qualifications. The company believes that performance-based compensation helps attract, develop and retain talented professionals. In addition to base pay which based upon local market conditions and targeted to be above market, the company provides the following types of potential compensation to reward performance:

Motivation is the force that makes us do things, whether accomplishing personal goals or completing tasks at work. Most people are motivated as a result of their individual needs being satisfied, which gives them the inspiration to perform specific behaviors for which they receive rewards (Kinicki & Williams, 2011). These needs vary from person to person, as everybody has specific needs to be satisfied. When we consider factors that determine the motivation of employees, many of us think of a high salary. This answer is correct for the reason that some employees will be motivated by money, but mostly wrong for the reason that it does not satisfy other needs to a lasting degree (Bizhelp24, 2010). This supports the idea that human

The equity theory conceived by J. Stacy Adams is based premise that "people gauge the fairness of their work outcomes relative to others, any perceived inequity is a motivating state of mind" (Schermerhorn, Hunt, and Osborn, 2005, p.10, chpt.6). This theory when applied to a sales force would not be the best method to motivate this employee group as to what is deemed fair by a team leader could be perceived as unfair by the

Students want and need work that enables them to demonstrate and improve their sense of themselves as competent and successful human beings. This is the drive toward mastery. But success, while highly valued in our society, can be more or less motivational. People who are highly creative, for example, actually experience failure far more often than success. Biehler (p. 225) claims that studies show that when CAI used in conjunction with a teacher's lessons, is particularly beneficial for low-achieving and young students.

Every human being needs motivation now and then. Incentives and recognition programs can support you in helping your employees become happier and more productive at work. As a leader, one of the main things to think about is how to recognize an employee for a performance that has exceeded expectations, objectives and goals. Therefore, I would like to introduce you in this paper to some ideas that hopefully would promote this method as one of the main priorities in today's and tomorrow's workplace.

"Work" is a positive thing for many people. To some people, it may be described as a place to escape from the kids, or even a time consumption thing for a single or retired person, but most importantly it is what we do in order to provide for our families and ourselves. Work is something that we all will experience at one time or another during our lives.

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

Adams conceptualized fairness by stating that employees determine whether they have been treated fairly at work by comparing their own payoff ratio of outcomes (such as pay or status) to inputs (such as effort or time) to the ratio of their co-workers (Adams, 1963). Thus, in the organizational framework, distributive justice refers to the perceived fairness of resource allocation in respect to the balance between employees’ contributions and rewards (Lee, 2001). Organizations convey a sense of concern for employee well-being and their contribution to organizational success when rewards and resources are fairly distributed (Peele III,

The literature review, explain the theories which are related to the case study’s problems in order to the motivation and satisfy employees’ needs. There are three important theories include; organizational motivation justice, Maslow’s hierarchy needs theory, and expectancy theory.

Of the available theories which could be used as integrative frameworks, Adams’ equity theory appears to be one of the most suitable. Equity theory compares well with other available theories. Experts in organisational behaviour and strategic management have rated equity theory as having higher scientific validity than many other available theories (Miner, 2003). Weick (1966, p. 439) claims that the theory is ‘‘amongst the more useful middle-range theories in organisational behaviour’’. The theory is relatively parsimonious and has explanatory relevance. Equity theory has relatively greater scope than many of the other available theories, being applicable to a broad range of staff outcomes including stress and burnout, turnover, absenteeism, staff behaviour, staff performance, and job satisfaction. Within the domain of staffing in ID services, the theory can account for much of the existing data (see below). Finally, the theory has already been utilised, with some degree of success, in research on staff in ID services. Findings from these studies suggest that the equity perceptions of staff appear to impact upon their well-being and behaviour. Equity theory Adams’ equity theory is one of a

The organizational justice (OB, p. 256) is taken to extremes. Implementing the same reward through the company notwithstanding local market and standard of living, notwithstanding individual performance creates the feeling of inequity and does not encourage doing better than the average. Attempts to minimize sabotage appear to focus on treating employees fairly and honestly, by