MOTIVATION - EQUITY THEORY TWO

If our staff perceive themselves as being unjustly or inequitably treated in relation to others and they experience equity tension there are a number of possible courses of action they are likely to choose from:

Change their level of input - reduce their level of effort

Change their outcomes, where reward is linked to output - reduce quality to improve quantity 

Change their self-perception (of worth) - maybe I really am a workaholic 

Distort their perception of others - that guys got a hard job 

Change their referent - I’m doing better than my sister is 

or last but not least… Quit the job

Factors that may be used by individuals judging their input levels include, effort, experience, education, time, perceived competence, skills and knowledge. Factors that may be seen as outcomes include, salary, prospects of increasing financial rewards, promotion prospects, levels of praise and levels of public recognition. 

BEST PLAN WELL ON HOW TO JUSTIFY DIFFERENT REWARD LEVELS WITHIN THE ORGANIZATION OR ITS… “I’M THE CHEAPEST LABOUR HERE” & ITS OUT THE DOOR THEY GO

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