Equity theory
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This document summarizes a case study presented by students about a woman named Jane who felt unfairly overworked compared to her peers based on Equity Theory. Jane noticed she was working much harder than her coworkers by skipping breaks and taking on more responsibilities, but they seemed to relax in the office more. She complained to her supervisor and HR, who warned the coworkers to complete their work. Jane was satisfied once her peers increased their workload and the situation seemed fair again based on her input-output ratio matching theirs. The document analyzes how Jane experienced underpayment inequity according to Equity Theory and was motivated to resolve it until a fair situation was achieved.
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This PPT is the analysis of Equity theory which comes under organisational behaviour. It is simple and Direct.
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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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Employees who experience unfair treatment or perceive unjust actions by their supervisors are more likely to experience stress, emotional exhaustion, and decreased work performance according to new research. The study found that small, daily injustices can accumulate and negatively impact employees' psychological health and commitment to their organization, increasing the risk of turnover. Managers who are perceived as unfair or disrespectful can deplete employees' mental and emotional resources. The research suggests organizations use "Stay Interviews" to proactively ask employees what they need to feel more satisfied in their roles and committed to remaining with the company. Stay Interviews allow managers to customize retention strategies for each employee.
Shine life insurance
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Course Project Intervention DevelopmentThis week we return .docx
Course Project: Intervention Development
This week we return to our Leadership Intervention
Project at Prison X
. It is recommended you review your
Week 1
papers and the feedback provided from your instructor to fill in any performance gaps from Part I to Part II.
On the basis of the first three weeks of assigned readings and your LIS Part I paper, review your LIS case again. Complete the following tasks for your LIS project Part II.
Tasks
· Analyze the warden’s leadership repertoire and its impact on the organization, its culture, and how the mood of the organization may affect the various operational components.
· Assess the five critical need areas requiring immediate intervention.
· Develop a minimum of three intervention strategies for each of the five critical need areas identified above. The strategies should seek to minimize dissonant styles and create resonant leadership.
· Create a detailed plan for conducting the interventions.
Important hint
: You might find it helpful to begin each section of the paper by discussing the key themes and cues you observe. Then, do research on those key themes to both broaden and deepen your evaluation of the case and your understanding of the important issues. In the final product, about half your written evaluation of each topic should be research. About half should be application to the case study.
Submission Details:
· Submit your evaluation in a four paper.
· Week one paper is below for review.
Leadership Intervention Strategy
Summarize of Case Scenario
The intervention is meant to aid the leadership of the prison to improve the managerial approach currently in place. Middle-level managers in the prison feel their efforts are not being recognized and the terms of employment are not fair. The intervention is meant to solve the unrest that is currently in the organization and improve working conditions in ways that will encourage staff to stay with the organization.
Currently, middle-level managers in the organization believe the leadership of the organization is not acting in their best interests. Most middle-level managers in the organization believe senior managers, led by John Trevor are not addressing key issues that affect work in the organization. Among the complaints raised by middle-level managers include under-compensation, lack of recognition and extensively lengthy working hours. Managers also believe that John Trevor does not address their complaints and maintains a detached management style that does not take into consideration other people in the organization. An interview with John Trevor, however, shows he is not aware of what his managers think and believes that everything in the institution is going as planned. He is willing to cooperate in the formulation of a new strategy that will solve any issues that are taking place in the organization.
Needs Analysis
A key issue affecting the performance of managers in the organization is the failure of leadership .
Empathize and define tehniyat
Marium is a 23-year-old woman who recently graduated with a degree in Development Economics. She interned extensively and was excited to begin her career in international development. However, she found that her new job involved constant supervision, more bureaucracy than expected, and an emphasis on conformity rather than independence. While she enjoys the work and her colleagues, Marium feels her idealism is frustrated by the realities of her development organization. She wants to make an impact while also working in an enjoyable environment that trusts her abilities.
Empathize and define tehniyat
Marium is a 23-year-old woman who recently graduated with a degree in Development Economics. She interned extensively and was excited to begin her career in international development. However, she found that her new job involved constant supervision, more bureaucracy than expected, and an emphasis on conformity rather than independence. While she enjoys the work and her colleagues, Marium feels her idealism is frustrated by the realities of her development organization. The problem is how Marium can adjust to the workplace while maintaining her passion for making a difference.
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This document discusses attitude and job satisfaction. It defines attitude as having cognitive, affective, and behavioral components representing a person's beliefs, feelings, and tendencies towards an object. While attitudes do not always perfectly predict behavior, the relationship is stronger when the attitude is important, specific to the behavior, accessible, and involves social pressures or direct experience. The document then discusses major job attitudes like job satisfaction, involvement, and organizational commitment, and their relationship to factors like performance, absenteeism, and turnover. It aims to understand causes and impacts of attitudes on job satisfaction for elementary supervisors.
Prototyping & testing
The document discusses two ideas for helping students choose careers:
1) Having career guides/counselors give students perspectives on work-life balance and making informed career choices based on goals and aspirations. This helped one student, Mary, achieve clarity and a better job match.
2) Allowing students to try simulated jobs during school to experience different work environments and help decide on satisfying careers. This gave Mary relevant work experience and helped her employer find a qualified candidate.
Prototyping and testing these ideas led to continuous ideation and cross-fertilization of ideas with stakeholder input. The fast feedback loop was an effective way to address the complex problem of career guidance.
The effects of social interaction to productivity at work
The document discusses a study that examined the effects of teamwork on employee productivity. The study found that while humans respond more quickly in groups, complex tasks are hindered. It gathered statistics on how teamwork impacts productivity but was limited in scope, only covering staff at one university. It is hoped that the research can be continued by other students to learn more about the causes of social interaction in the workplace and its effects on productivity.
Quoting Dialogue In An Essay - 4 Ways To Quote And Cite A Play In An ...
This document provides instructions for requesting an assignment to be written by writers on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with a password and email. 2) Complete an order form with instructions, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied with the paper. It emphasizes that original, high-quality content is guaranteed, with a full refund for plagiarized work.
Interdisciplinary Project
This document contains summaries of interviews from multiple individuals about their work environments and experiences. The interviews covered topics such as describing the work area, experiences being part of a company or organization, stress management practices, the importance of problem solving skills, promoting teamwork, and maintaining a positive work environment. The individuals provided a variety of perspectives and included teachers, corporate employees, and students.
Professional Communication Presentation
The document discusses several common conflicts that can arise in the workplace, including abuse of rank and power, backstabbing among peers, gender discrimination, and double standards. It provides examples and case studies to illustrate how these issues negatively impact workplace relationships, morale, and productivity. Potential solutions are presented, such as policies against discrimination, open communication, and recognizing individual merits rather than showing favoritism. The conclusion acknowledges that office politics are inevitable but that raising awareness and dealing with issues effectively can help improve workplace culture.
Job hopping in IT Industry
This document outlines a study on the impact of job hopping on employee performance in IT projects. It includes an introduction stating the research question, objectives and outline. A literature review discusses previous research on factors influencing job hopping. The study conceptualizes job hopping as the independent variable and employee performance as dependent. It describes the sample selection of IT employees and data analysis plan using correlation. The conclusion finds a negative relationship between job hopping and performance. Recommendations to reduce job hopping and limitations of the study are provided.
Coty Dykes - Int and reflection
Robin Lay has worked in career services and higher education for many years. She got her start as a career counselor and enjoys helping students find their paths. Her experience with psychology and business allows her to counsel professionals on career development. Currently, she is working on training academic advisors at Tusculum College to better map out four-year plans for students. She finds that navigating bureaucracy can be challenging when trying to implement new ideas or programs. Overall, her interview provided insight into her career path and advice for skills needed to succeed in human resource development, such as being adaptable and open to collaboration.
WLB.pptx
This document analyzes the work-life balance of married women employees working in engineering colleges in Visakhapatnam City. It aims to identify factors affecting work-life imbalance and recommend solutions. The study found that most respondents were younger than 40, had 1-2 children, and faced challenges from long commutes, work environments, and family responsibilities. Personal factors like family duties and social support had a greater influence on work-life balance than professional factors. The conclusion recommends establishing consistent routines and flexible work hours to enhance work-life balance and efficiency.
Wlb
This study examined work-life balance and organizational commitment among 300 academicians in Uttaranchal, India. Respondents rated their work-life balance and commitment on 5-point scales. Results showed moderate work-life balance (average score of 5.09) and low organizational commitment (average score of 3.87). A correlation analysis found a positive relationship between work-life balance and organizational commitment (r = 0.826, p = 0.001), suggesting that better work-life balance is associated with higher organizational commitment. The study concludes that organizations should support employees' work-life balance to improve commitment, job satisfaction, and employee retention.
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Equity theory
- 2. University Of Central Punjab Punjab Group Of Colleges Kamoke Organizational behavior Presented By: K1F14MCOM0006 Umme Rubab K1F14MCOM0016 Sana Liaqat K1F14MCOM0017 Noor-ul-Ain K1F14MCOM0026 Mahnoor K1F14MCOM0038 Zohaib Azam K1F14MCOM0039 Asad Adnan K1F14MCOM0042 Sidra Liaqat
- 3. Introduction Case study Analysis Conclusion
- 4. What is Equity Theory?Employees compare their ratios of outcomes to inputs of relevant others. Equal ratios Fair situation Unequal ratios Unfair situation Tension motivates people To Act More. No tension Tension
- 6. Case Study Business Case….. Jane a supervisor at Venture (local store). 6years at job,,, started as a cashier at age of 16. Jane moved from position to position. Begins working very hard, skipping breaks, and taking on more responsibilities. She begins to notice her peers and managers sitting in the office a lot and not completing their work. Overwhelmed and upset she is working so many hours and the others are relaxing in the office. Jane is conflicted,, complained her supervisor.
- 7. Her coworkers’ failure to complete their tasks begins to interfere with her job. Complaints from her subordinates. Jane Approaches HRM for solution. Each complains about Jane, saying she is just jealous. Colleagues verbally warned and told to complete their work in the future. HRD tells Jane the issue has been solved. Jane notices the group completing more work. And is satisfied with how she handled the situation. Cont.……
- 8. Case Study Analysis Jane feels as if her input is greater than her peers, but their outcomes are greater. (comparison other) Underpayment inequity. Underpayment inequity not reduced drastic behavioral measures. Pay cuts results in lowering quality of work, or wasting time.
- 11. Conclusion Jane was not satisfied till she solved the problem through Human Resource Department. It was state of unfairness for Jane which causes tension and underpayment inequity that leads her to solve the problem and create a fair situation for her.
- 12. Equity theory is most useful when considering social relationships in the workplace. Inequity perceptions take place when the person's input/outcome ratio not matching their comparison other's ratio. Equity theory concerns distributive justice. Cont.……