Equity Theory Of Motivation

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2.4Motivation of staff
Equity theory of motivation
The equity theory of motivation is best known through the work of J.Stacy Adams. The theory is based on the logic of social comparisons and the notion that perceived inequity is a motivating state. In respect to pay a prior examples, the equity question is: “In comparison with others, how fairly am I being compensated for the work that I do? Equity theory holders that when people –believe that they have been unfairly treated in comparison to others, they will be motivated to eliminate the discomfort and restore a sense of perceived equity to the situation.
According to this theory, we tend to implement the idea of equity in the following way. First, we develop our own input-to-outcome ratio. …show more content…

The Managers should focus instead on providing those motivation factors that presumptively can enhance motivation and a long-term effort.
Herzberg’s theory indicates the pay provides only short-term change and not true motivation. In most of the organizations, pay constitutes a form of reward and recognition for recognition and achievement and achievement are both motivation factors. The impact of pay might depend on how it is distributed. If a pay increase is not based on the workers performance, it may not motivate the workers. However, if pay is increased as a form of recognition, it may play a powerful role in motivating workers to a higher performance.
• Pay – The salary or pay structure should be acceptable and reasonable. It should be equal and competitive to those within the same industry in the same domain.
• Company Policies and administrative policies – The company policies shouldn’t be too rigid. They must be clear and fair. It should include the flexible working hours, dress code, breaks, vacation for the …show more content…

Behaviorists seek to explain behavior by focusing only on things they can directly observe: the behavior itself and environmental events that precede and follow the behavior. It short, reinforcement theory argues that behavior is a function of its consequences. This can be supported by the law of effect, which states that behavior that is followed by a pleasurable consequence will occur more frequently, and behavior that is followed by an adverse consequence will occur less frequently. According to reinforcement theory, a manager or trainer will manage the employee’s behavior by controlling the consequences that follow the employee’s

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