What is perceived to exist when an employee receives rewards that they believe are fair?

What is Equity Theory?

Pursuant to Equity theory, individuals are motivated by being treated fairly. Perceptions of fairness is generally a result of social comparison. That is, we compare our efforts (inputs) and the results of our effort (outputs) with the efforts and results of others (referents). Each of these is defined below

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• Inputs - This includes any contribution that an individual makes toward an organized activity. This can include specialized knowledge, experience, tenure at the organization, number of hours, forgone opportunities, task prioritization, etc.
• Outputs - These are the rewards received as a result of the input. This can include compensation, title, recognition, autonomy, etc.
• Referent - The referent may be a specific person or a category of people. The important point is that the referent is comparable to the individual employees situation - such as those with similar positions, titles, roles, etc.

It is important to understand that the perceptions regarding inputs and outputs are subjective. They may be based in reality or a result of misunderstanding or bias. 

If we believe that our ratio of input to output does not align with or equal the input to output ratio of others, then it is not fair. Perceptions of inequity drive actions to reduce inequity. 

Individual Reactions

The Equity Theory identifies numerous potential reactions to the perceived inequity.

• Distort Perceptions - Look at the situation differently to justify the inequity in the input/output ratio.
• Increase Inputs - This could mean working harder, gaining more skills, etc.
• Reduce Inputs - This could mean working less or reducing the quality of the work.
• Increasing Outputs - This can include negotiating more compensation, responsibility, title, recognition, autonomy, etc.
• Change Referent - This involves changing to whom you compare yourself.
• Leave the Situation - This generally means quitting the job.
• Seek Legal Action - Pursue a legal action for an identified form of discrimination based upon being in a protected class of individuals.

An interesting aspect of equity theory is that the same reactions are not generally present when an individual feels that they are over-rewarded (more output) than is otherwise deserved or warranted based upon the input. In summary, people just do not react negatively to being overcompensated.

The core of the equity theory is the principle of balance or equity. As per this motivation theory, an individual’s motivation level is correlated to his perception of equity, fairness and justice practiced by the management. Higher is individual’s perception of fairness, greater is the motivation level and vice versa. While evaluating fairness, employee compares the job input (in terms of contribution) to outcome (in terms of compensation) and also compares the same with that of another peer of equal cadre/category. D/I ratio (output-input ratio) is used to make such a comparison.

Negative Tension state: Equity is perceived when this ratio is equal. While if this ratio is unequal, it leads to “equity tension”. J.Stacy Adams called this a negative tension state which motivates him to do something right to relieve this tension. A comparison has been made between 2 workers A and B to understand this point.

Referents: The four comparisons an employee can make have been termed as “referents” according to Goodman. The referent chosen is a significant variable in equity theory. These referents are as follows:

An employee might compare himself with his peer within the present job in the current organization or with his friend/peer working in some other organization or with the past jobs held by him with others. An employee’s choice of the referent will be influenced by the appeal of the referent and the employee’s knowledge about the referent.

Moderating Variables: The gender, salary, education and the experience level are moderating variables. Individuals with greater and higher education are more informed. Thus, they are likely to compare themselves with the outsiders. Males and females prefer same sex comparison. It has been observed that females are paid typically less than males in comparable jobs and have less salary expectations than male for the same work. Thus, a women employee that uses another women employee as a referent tends to lead to a lower comparative standard. Employees with greater experience know their organization very well and compare themselves with their own colleagues, while employees with less experience rely on their personal experiences and knowledge for making comparisons.

Choices: The employees who perceive inequity and are under negative tension can make the following choices:

	Change in input (e.g. Don’t overexert)
	Change their outcome (Produce quantity output and increasing earning by sacrificing quality when piece rate incentive system exist)
	Choose a different referent
	Quit the job
	Change self perception (For instance - I know that I’ve performed better and harder than everyone else.)
	Change perception of others (For instance - Jack’s job is not as desirable as I earlier thought it was.)

Assumptions of the Equity Theory

• The theory demonstrates that the individuals are concerned both with their own rewards and also with what others get in their comparison.
• Employees expect a fair and equitable return for their contribution to their jobs.
• Employees decide what their equitable return should be after comparing their inputs and outcomes with those of their colleagues.
• Employees who perceive themselves as being in an inequitable scenario will attempt to reduce the inequity either by distorting inputs and/or outcomes psychologically, by directly altering inputs and/or outputs, or by quitting the organization.

Authorship/Referencing - About the Author(s)

The article is Written By “Prachi Juneja” and Reviewed By Management Study Guide Content Team. MSG Content Team comprises experienced Faculty Member, Professionals and Subject Matter Experts. We are a ISO 2001:2015 Certified Education Provider. To Know more, click on About Us. The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide.com and the content page url.

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