Equity theory
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This document summarizes John Stacey Adams' equity theory of motivation. The theory posits that employees compare their input-outcome ratios to those of referent others, and that feelings of inequity can de-motivate. It defines key terms like referent and types of justice. It also outlines strategies for addressing inequity, like changing inputs/outcomes, perceptions, or referents. Finally, it recommends consistently applying equitable behavior, effective communication, and using compensation alongside other motivators.
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Equity ,expectency & satisfaction performance theory of motivation
The document discusses different theories of motivation including:
- The three major components of motivation are activation, persistence and intensity. Motivation can also be characterized as intrinsic or extrinsic.
- Equity theory proposes that individuals are motivated by a desire for fairness and justice in relationships. Expectancy theory suggests people are motivated when they believe good performance will lead to desired outcomes.
- Satisfaction and performance theory examines the relationship between job satisfaction and job performance. The document then discusses reactions to inequity according to equity theory and merits and criticisms of different motivation theories.
Equity theory
Equity theory proposes that employees seek to maintain a balance between their job inputs and outcomes relative to others. It is based on social exchange and comparison. Employees evaluate their ratio of contributions (inputs) to rewards (outcomes) compared to a referent other. Inequity is perceived when one's own input-outcome ratio differs from the referent's. This can cause distress that motivates actions to restore equity, such as changing inputs or outcomes, changing perceptions, or leaving the situation. The theory helps explain perceptions of fairness in the workplace.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Equity theory
Equity theory proposes that individuals who perceive themselves as under-rewarded or over-rewarded will feel distress and try to restore equity. It focuses on whether the distribution of resources between relational partners is fair by comparing their ratios of contributions and benefits. Partners do not need equal benefits or contributions as long as the ratios are similar. The theory acknowledges individual factors affect perceptions. If employees feel underpaid compared to peers, they will be dissatisfied and perform poorly, but recognition and thanks can create satisfaction.
equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
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The presentation on Equity theory of Motivation starting with history, the theory, inputs and outputs followed by consequences of inequity gives you the detailed view of Equity theory.
Best for students, trainers, employees, etc.
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This document discusses equity theory and how it relates to employee motivation. Equity theory proposes that employees are motivated when they perceive their work contributions are fairly rewarded in relation to others. If an employee feels underpaid compared to coworkers, their work motivation will decrease as they seek pay equity. The document outlines three cases of equity/inequity and how it impacts motivation. It also lists strategies employees may use to reduce inequity, such as reducing work effort. Finally, it provides recommendations for organizations to develop equitable pay systems and monitor internal pay consistency.
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Equity theory
Equity theory proposes that employees seek to maintain a balance between their job inputs and outcomes relative to others. It is based on social exchange and comparison. Employees evaluate their ratio of contributions (inputs) to rewards (outcomes) compared to a referent other. Inequity is perceived when one's own input-outcome ratio differs from the referent's. This can cause distress that motivates actions to restore equity, such as changing inputs or outcomes, changing perceptions, or leaving the situation. The theory helps explain perceptions of fairness in the workplace.
Equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
Equity theory
Equity theory proposes that individuals who perceive themselves as under-rewarded or over-rewarded will feel distress and try to restore equity. It focuses on whether the distribution of resources between relational partners is fair by comparing their ratios of contributions and benefits. Partners do not need equal benefits or contributions as long as the ratios are similar. The theory acknowledges individual factors affect perceptions. If employees feel underpaid compared to peers, they will be dissatisfied and perform poorly, but recognition and thanks can create satisfaction.
equity theory of motivation
Equity Theory was developed by Jane Adams in 1963 and proposes that employees determine if they are equitably rewarded by comparing their job inputs and outcomes to others. If an employee perceives inequity, where their outcomes do not match their inputs relative to others, they will feel under or over rewarded and become demotivated. Employees assess equity using social comparisons to coworkers, friends, and past roles. Perceptions of inequity can lead employees to alter their inputs, outcomes, perceptions of themselves or others, or change who they compare themselves to in order to restore a sense of fairness.
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Best for students, trainers, employees, etc.
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This document discusses equity theory and how it relates to employee motivation. Equity theory proposes that employees are motivated when they perceive their work contributions are fairly rewarded in relation to others. If an employee feels underpaid compared to coworkers, their work motivation will decrease as they seek pay equity. The document outlines three cases of equity/inequity and how it impacts motivation. It also lists strategies employees may use to reduce inequity, such as reducing work effort. Finally, it provides recommendations for organizations to develop equitable pay systems and monitor internal pay consistency.
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According to equity theory, employees judge the fairness of their work outcomes based on comparisons with other people, either inside or outside their organization. If they perceive an inequity between their own input-output ratio and that of others, they will experience motivational stress to restore equity. There are three possible comparisons: inequity, where one's own ratio is lower; over-reward, where it is higher; and equity, where the ratios are equal. To reduce inequity, employees may change their own inputs or outcomes, distort perceptions, choose a different comparison person, or leave their job. The theory was developed by Adams in 1963 and has since been expanded through various research studies. While it provides insights into motivation, equity theory has
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According to equity theory, employees judge the fairness of their work outcomes based on comparisons with other people, either inside or outside their organization. If they perceive an inequity between their own input-output ratio and that of others, they will experience motivational stress to restore equity. There are three possible comparisons: inequity, where one's own ratio is lower; over-reward, where it is higher; and equity, where the ratios are equal. To reduce inequity, employees may change their own inputs or outcomes, distort perceptions, choose a different comparison person, or leave their job. The theory was developed by Adams in 1963 and has since been expanded through various research studies. While it provides insights into motivation, equity theory has
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3) Self-disclosure, intimacy, power balances, conflict resolution styles, and accommodation versus neglect during dissatisfaction all impact relationship satisfaction and commitment over time according
Session 2 value generic
Values are beliefs about what is good and desirable. They guide behavior and are learned from environment, family, culture and life experiences. Values differ between individuals and cultures. Nurses must clarify their own values and understand patients' values to provide ethical care. When values conflict, resolution requires open communication and compromise.
The References MUST BE THIS BOOK AND WHATEVER SOURCE YOU WANT TO SI.docx
The References: MUST BE THIS BOOK AND WHATEVER SOURCE YOU WANT TO SITE.
Harvey, C. and Allard, J. (2014) Understanding and Managing Diversity (6th ed.) NJ: Pearson- Prentice Hall. ISBN: 9780133548198
MUST BE ATLEAST 300 WORDS WITH TWO CITED SOURCES EACH!
1. Discussion Board Three
Individual Perspectives on Diversity II
Briefly summarize chap 8 and discuss how you can develop the skills needed to increase your Emotional Intelligence.
2. Discussion Board Four
Group Perspectives on Diversity I
How do gender differences impact how we communicate in the workplace? What strategies can be employed to improve communication? Discuss one example of intentional information use in the context of your organization (could be something that you witnessed or something that happened to you) (focus on Ch. 20, 27-28)
3. Discussion Board Five
Group Perspectives on Diversity II
Identify a belief, value or attitude of yours that you can attribute to your religion and examine its impact on your work and career. Discuss how your religion could affect your role and performance in a multicultural workplace.
BOOK INFO BELOW!
The Chapter 8
on The Emotional Connection of Distinguishing Differences and Conflict
Carole G. Parker
In recent years, diversity in organizations has been an exciting, stimulating, frustrating, and intriguing topic. Some organizations continue to struggle for diversity whereas others have a fully integrated diverse workforce. The challenge to increase and manage diversity continues to be critical to organizational goals, particularly as more organizations, large and small, transact business internationally. Some organizations work to appreciate diversity and value differences, whereas others continue to discount differences and diversity. Smart managers today realize the importance of balance in work groups. Attempts to incorporate differences in age, gender, race, culture, sexual preference, and styles of being in their organizations to capitalize on the incredible potential diversity offers are occurring. Managing differences requires energy, commitment, tolerance, and finally, appreciation among all parties involved. Differences among people are not inherently good or bad; there is no one “right” way to deal with differences. Learning to manage and ultimately appreciate differences requires learning, emotional growth, and stretching the boundaries of all participants. Although differences can be challenging, they also lead to very important benefits, both to individuals, groups and organizations.
How Differences Are Often Managed
What action and factors must be uppermost in selecting the most appropriate approach to addressing differences? Often avoidance or repression is used to manage differences. The avoidance of differences often takes the form of associating with individuals of similar backgrounds, experiences, beliefs, and values. This strategy enables an environment of mutual support and predictability. Those.
Leadership 151 200
The document discusses various perspectives on leadership qualities and behaviors from different authors and sources. It covers a wide range of leadership topics such as vision, communication, developing others, integrity, decision-making, change management, customer focus, and more. The views presented range from individual leadership attributes to broader leadership approaches and styles.
Spirit of Humanity Forum h p5 Stories from Nations
This document discusses values and stages of psychological development. It explores how values evolve from an individual focus on survival to a societal focus on well-being, trust, and serving humanity. Values are described as shorthand for what is important to people and societies. Seven key values are identified: forgiveness, empathy, trust, transparency, openness, fairness, and accountability. The document outlines how these values and what people value changes through seven stages of development from surviving to serving. It provides examples of democratic values progressing from freedom to include trust and examples of nations working to advance values like equality, transparency and fairness.
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The References MUST BE THIS BOOK AND WHATEVER SOURCE YOU WANT TO SI.docx
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留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
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Equity theory
- 1. A presentation by GROUP K…..
- 2. EQUITY theory BY: JOHN STACEY ADAMS
- 3. Meaning / Assumptions: humans compare, at all times, in all situations. equity based on a logical, accepted and common standard is preferred to EQUALITY. As long as people feel as being fairly treated, they stay motivated.
- 4. Terms: Referent : the people to whom we compare ourselves with. The higher the referent, the greater the motivation to succeed. but too much higher and it becomes a de motivator. Justice: distributive organisational interactional
- 5. Continued…… Inequality is countered by; Change in inputs/ outcomes. Distortion in perceptions of self/ others. Change in referents. quitting the field.
- 6. Lessons: Be consistent in behaviour. Money alone doesn’t motivate, but it doesn’t mean that MONEY doesn’t motivate at all. Communicate your decisions effectively.
- 9. THANK YOU
Editor's Notes
- Distributive justice is related to pay, incentives and other monetary benefits. Organisational justice relates to job satisfaction, employee trust, fairness, consistency etc. Interactional justice relates to perception of individuals as to being treated with dignity, concern, and respect.
- More/ less effort. Self boasting/ self depreciation. Changing the one to whom we compare ourselves. Leave the job.