Employees want justice. How do you use it to motivate them?

2024 Author: Malcolm Clapton | [email protected]. Last modified: 2023-12-17 03:44

The theory of John Stacy Adams will help.

What is the idea of Adams' theory of justice

Behavioral psychologist John Stacey Adams has developed a motivational theory, according to which an employee evaluates the relationship between their contribution to work and the return received for it, and compares it with the ratio of the contribution and return of their colleagues. According to the psychologist, the balance between these indicators directly affects the degree of motivation of subordinates.

What the employee is evaluating

1. Contribution to the work:

• spent time and effort;
• the level of education;
• professional skills and relevant experience;
• demonstrated loyalty and trust in management;
• readiness to adapt;
• diligence and enthusiasm;
• responsibility and decisiveness;
• personal sacrifices (missed my son's birthday because of the quarterly report).

2. Received returns:

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

How does it affect motivation?

By comparing their contribution and the return received, the employee asks the question of fairness and equity:

• “Am I rewarded enough for my work? Was my contribution appreciated?"
• “What reward did another employee get for the exact same job? Are we on an equal footing?"

It is the observance of a fair balance that ensures an increase in productivity and level of motivation.

Motivation is enhanced:

1. If the employee believes that the return is fair in relation to his contribution.

“I overfulfilled the plan, received an award and praise from the manager for this. I am satisfied. I will continue to try next month."

2. If the employee is sure that he and his colleagues are on an equal footing.

“My partner and I have the same responsibilities, we are equally responsible for projects and we receive the same salary. I'm satisfied, that's fair."

Motivation weakens:

1. If the employee feels that the return is less than his contribution.

“I reworked, attracted new customers and increased the company's profits. I did not receive an award for this, and my boss did not acknowledge my success. I am not satisfied and I want justice. Next month I will not spend so much energy, because the return will not change anyway."

2. If an employee believes that his colleague is getting more value for the same contribution.

“My partner and I have the same responsibilities. But he goes home earlier, does not fulfill the plan, although he receives the same salary. A colleague from another department has fewer tasks and experience, but he is celebrated in meetings and receives a higher salary. I am not satisfied and I want equality. I will not try, because my efforts will still not be appreciated."

What does the lack of balance between contribution and return lead to?

When an employee is not satisfied, he tries to restore the balance: to equalize input and output. In other words, it will work less intensively. An employee may act differently and demand from management a salary increase or promotion. If he gets rejected, it will affect his self-esteem.

Why can't I get more if I'm doing well, my performance is growing and the company is making a profit? Why isn't my work appreciated?

He will either look for another company in the hope that everything is fair there, or he will continue to work in the same place, but without particular enthusiasm - since he will believe that this is fair.

Adams paid special attention to comparing one employee's contribution to work and reward with the contribution and reward of another. How much effort was expended on his part, what effort did the other employee put in, what return did each one get?

Why are other employees appreciated and not me? I do better and more work, but I get lower wages than less qualified employees. This is not fair.

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

My colleague is late every day, and I arrive on time. His lunch break lasts half an hour longer, and then he talks to colleagues about nothing for another hour while I work. Tomorrow I will also sleep a little longer and go to lunch not in the dining room, but in a cafe on the next street. It doesn't affect the recoil anyway.

Until an employee believes that they are getting a fair remuneration for their work, their productivity and motivation will be low.

How to apply Adams theory in practice

The main difficulty is that the employee not only evaluates the ratio of the contribution to work with the received remuneration, but also compares his results with the results of other colleagues. The task of the leader is to motivate the whole team, not just one person. Therefore, an integrated approach is needed.

The leader must work with the team, perceiving each subordinate as an important link in one large chain, and understand what fair return for contribution means for each individual employee and how fair a person considers their remuneration for the work done in comparison with colleagues who have similar job responsibilities.

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

The leader must explain to the subordinate why his remuneration for work is exactly what it is, and together with him come to a compromise that satisfies both. That is, to restore the balance.

1. Reduce the contribution while maintaining the value of the reward

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

2. Save your contribution by increasing the value of the reward

The boss retains all the duties of a subordinate, but increases the remuneration: he pays a bonus, promotes him in position, and shows more attention to his results. Depending on what matters for a particular employee.

3. Explain that contributions and returns are fair at the moment

If this is the case, then the task of the manager is to clearly explain this to the employee. Express gratitude for the work done, but delicately explain that, for example, he needs to gain a little more experience to be promoted. At the same time, it is necessary to point out to the subordinate what exactly he does not yet reach the promotion (for example, he needs to improve the level of English), discuss ways to solve the problem (English language courses), designate a measurable result (reach the Upper-Intermediate level) and set a time frame (six months).

If an employee believes that equality is not observed in the team

For example, an employee is paid less than a colleague with the same responsibilities. He does not understand why this is happening, and the leader must explain to him. If there are no compelling arguments, the responsibilities and experience are actually the same, and the second employee is the CEO's son, then this is really unfair. What can the leader do in this case? Ask for a raise for a dissatisfied employee to bring back equality. Explain its value to the company and achieve a fair decision.

Output

The employee will always strive for a balance between contribution and return, and the task of the leader is to maintain this balance and take into account the opinion of each subordinate, not forgetting about the general atmosphere in the team.

Restoring the balance between contribution and return for one employee can change the perception of another, undermining his understanding of fairness.

To motivate employees to grow, a manager of any level must clearly understand what exactly they want to get from work and what is fair for each of them.