Employees want fairness. How do you use it for motivation

What is the idea of ​​a theory of justice Adams

A specialist in the field of behavioral psychology, John Stacey Adams (John Stacey Adams) led the motivational theory, according to which the employee evaluate the relationship between its contribution to the work and got him return and compares it with the ratio of the contribution and impact of their colleagues. According to the psychologist, the balance between these indicators directly affects the degree of motivation of subordinates.

That evaluates employee

1. Contribute to the work:

• elapsed time and strength;
• the level of education;
• skills and relevant experience;
• shown by the loyalty and trust leadership;
• readiness for adaptation;
• zeal and enthusiasm;
• Responsibility and decisiveness;
• personal sacrifice (missed son's birthday because of the quarterly report).

2. The resulting output:

• salary;
• benefits (bonuses, bonus payments, holiday vouchers);
• protection (health insurance);
• promotion;
• recognition of colleagues and superiors;
• reputation;
• awareness of their success (satisfaction with the result);
• thanks and praise from the head.

How does it affect motivation

Comparing the contribution and benefit, the employee asks justice and equality:

• "It is enough if I rewarded for their efforts? It was my contribution otsenon appreciated? "
• "What reward was another employee for the exact same job? whether we are on an equal footing? "

It is that equitable balance results in increased productivity and motivation levels.

Motivation is enhanced:

1. If an employee believes that the return is valid with respect to its contribution.

"I have exceeded the plan, received a prize and the praise from the head. I am satisfied. The next month will continue to try. "

2. If the employee is sure that he and colleagues are in equal conditions.

"I and my partner the same responsibilities, we are equally take responsibility for projects and get the same pay. I am satisfied, this is true. "

Motivation wanes:

1. If an employee feels that giving less than his contribution.

"I recycled, attracted new customers and increased profit. I did not receive a premium for it and Chief not noted my success. I am not satisfied and I want justice. Next month, I will not spend so much energy, because the return is still not change. "

2. If an employee believes that his colleague receives a better return for the same contributions.

"I and my partner the same duties. But he goes home before, does not carry out the plan, but gets the same wage. A colleague from another department and experience fewer problems, but it is celebrated at the meetings, and he gets a higher salary. I am not satisfied and I want equality. I will not try, because my efforts still will not be judged. "

What causes failure to balance between the contribution and impact

When an employee is not satisfied, he tries to restore the balance: to equalize the contribution and impact. In other words, it will operate less intensively. The employee can act differently and require the management to increase the salary or promotions. If he refused, then it will affect his self-esteem.

Why can not I get more, if it is good work, my rates are rising and the company makes a profit? Why do not appreciate my work appreciated?

He will either look for another company in the hope that everything is in all fairness, or continue to work in the same place, but without much enthusiasm - as it will be assumed that this is true.

Special attention is paid to Adams than one employee of his contribution to the work and to encourage and reward the contribution of the other. How much has been spent force with his hand, what efforts put another employee, which returns each received?

Why other staff evaluate the true, and I - no? I work better and more, but get paid less than the less qualified employees. It's not fair.

In this case, the unsatisfied worker will also try to restore the balance and to achieve equality.

My colleague is late every day, and I come in time. His lunch break lasts for half an hour longer, and then he was still an hour talking with colleagues about anything while I work. Tomorrow I'll sleep a little longer, too, and I'll go to lunch is not in the dining room, and a cafe in the next street. All the same, this does not affect returns.

As long as the employee does not assume that receives fair compensation for their work, their productivity and motivation will be at a low level.

How to apply the theory in practice, Adams

The main difficulty is that the employee is not only evaluates the ratio of contributions to the work with the consideration received, but also to compare their results with other colleagues. The task of the head of the same - to motivate the whole team, not just one person. Therefore, a comprehensive approach is needed.

The manager must work with the team, seeing each target as an important link in a long chain, and to understand that a fair return for the contribution it means for each individual employee, and how fair person considers his reward for the work done in comparison with colleagues who have similar job duties.

If an employee believes that remuneration is less than its contribution to the work

The leader must explain the subordinate why his remuneration for the work it is what is, and with it come to satisfying both compromise. That is to restore the balance.

1. Reduce the contribution, preserving the value of the remuneration

The manager can discuss with the employee reduction of duties, leaving the fee unchanged. Or, for example, offer more flexible working hours.

2. Save contribution to increasing the value of remuneration

Head keeps all subordinate duties, but increases the reward: pay the premium increases in the post, to pay more attention to the results. Depending on what is set for a particular employee.

3. Explain what contribution and impact the currently valid

If it is, then the task manager lucidly reason this employee. To express gratitude for the work done, but delicately explain that, for example, to improve the position he needs to gain a little more experience. In this case, you must specify the subordinate, what exactly he still falls short of the increase (for example, it is necessary to raise the level of English language) discuss ways of solving the problem (English language courses), to identify measurable results (to reach the level of Upper-Intermediate) and put the time frame (Six months).

If an employee believes that the team is not respected equality

For example, an employee gets paid less than a colleague with the same responsibilities. He does not understand why this is happening, and the manager must explain it. If there is a compelling argument, responsibilities and experience is actually the same, and the second officer - the son of the CEO, it is really unfair. That in this case can make the head? Ask for an increase to wages for unsatisfied employee to return to equality. Explain its value to the company and to achieve an equitable solution.

Output

An employee will always seek a balance between the contribution and dedication, and the task manager - to maintain this balance and take into account the opinion of each slave, do not forget about the general atmosphere in team.

Restoring the balance between the contribution and dedication of one employee can change the perception of the other, violating his sense of justice.

To the motivation of employees grew, the head of all levels should clearly understand what it is they want to get away from work, and that is true for each of them.

see also

• How to convey their views to management →
• A little advice from Steve Jobs, who is to learn each manager →
• How to create conditions for the development of employees and retain the best →