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You can invest one or many of these inputs. These inputs are the things you and others invest into your life and your work. Flexibility: The ability of the individual to take things in stride and adapt in light of new situations.Loyalty: The demonstrated level of allegiance one shows towards other people or organizations.Personal sacrifice: Selflessness by putting the priorities of others over your own.Experience: The amount of experience that you bring to a project or role.Enthusiasm: The excitement you or others show towards people, projects, or organizations.Commitment: The level of engagement you show to people, projects, or organizations.Effort: The amount of time you invest in a person, project, or organization.Inputs That Affect Equity & MotivationĬommon inputs that result in fairness and motivation include:
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This is why it’s important to understand the inputs yourself or another person is focused on and the expected outputs. However, if the chosen input does not result in the expected outcome it can become demotivating. If the chosen inputs result in the desired outcome, and if the experience is positive, then a person is motivated. For example, someone might put in something like effort and expect an output like higher salary.
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In return for these inputs, people expect to earn a desired outcome or output. Inputs are typically contributions a person makes to themselves, other people, or larger organization. Common Inputs & Outputs That Affect EquityĪn “input” is a thing a person does in order to achieve a specific outcome. Once you identify which of the four referents you or another person uses to judge fairness, you can use this motivational theory to focus on the right inputs and outputs that increase motivation. Understanding these reference experiences is key to understanding how a person perceives fairness. Other-outside: Compare current experiences to the experiences of another person outside the organization or group.Other-inside: Compare current experiences to the experiences of another person inside the same organization or group.Self-outside: Compare current experiences to past experiences outside the organization or group.Self-inside: Compare current experiences to past experiences inside the same organization or group.The four types of referents include the following: If you’re able to figure out what referent you or another person is using, you can work to create more fairness and increase motivation. When measuring fairness, a person almost always perceives using one of four references or “referents.” The specific type of reference you measure yourself against is key to motivation. People need to feel that both themselves as well as those around them are treated fairly to become motivated. Alternatively, if the inputs don’t result in the expected outcome, it’s possible to become demotivated.įurther, people will also usually compare their perception of equity to their perception of other people’s equity. This means that people often compare themselves to others and can become demotivated if they believe they’re not only under-rewarded but also over-rewarded in relation to others. If the chosen inputs result in the expected or desired outcomes, things are perceived to be fair and a person is more motivated. People motivated by equity typically evaluate their level of fairness by comparing specific inputs like effort and enthusiasm to desired outcomes like compensation or self-worth. The higher the fairness and justice, the more motivated a person typically becomes. The equity theory of motivation directly relates a person’s motivation to their perception of fairness, known as “equity.” This means that your motivation is highly correlated to fairness and justice, both in the workplace as well as in the outside world. How The Equity Theory of Motivation Works
ADAM EQUITY THEORY OF MOTIVATION HOW TO
In this article, we discuss how the equity theory of motivation works, what inputs increase or decrease equity, as well as how to use the theory to your advantage. However, the same theory is also applicable to an individual’s self-motivation, even outside the work environment. The equity theory of motivation is typically used in the workplace as a management technique. People therefore expect things like effort to result in achievements like higher salary. This theory shows that you become more motivated when your perceived fairness is high and demotivated when you perceive unfairness. The equity theory of motivation states a person’s motivation is directly related to their perception of equity or level of fairness.