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Uploaded bySimran Agrawal
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Equity Theory of Motivation

Equity theory, developed by Jane Stacy Adams in 1963, proposes that employees compare their job inputs and outcomes to others and will feel demotivated if they perceive unfairness. An employee's perception of equity is based on comparing their contributions like effort, skills, and loyalty to outcomes like pay, benefits, and recognition against relevant others, both inside and outside their organization. Feelings of inequity can decrease motivation while equitable treatment increases it.

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Principles of Management•
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Presentation on EQUITY theory
Introduction Equity theory was first developed in 1963 by Jane Stacy Adams. It says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequalities. The higher an individual's perception of equity, the more motivated they will be. If someone perceives an unfair environment, they will be demotivated.
• Time • Effort • Loyalty • Hard Work • Commitment • Ability • Adaptability • Flexibility • Tolerance • Determination • Enthusiasm • Personal sacrifice • Trust in superiors • Support from co-workers and colleagues • Skill INPUTS OUTCOMES • Salary • Employee benefit • Expenses • Recognition • Reputation • Responsibility • Sense of achievement • Praise and Job Security
Adam’s EQUITY THEORY diagram
Comparisons are made to:
Referent comparisons are categorized under: SELF INSIDE : An employee’s experiences in a different position inside the employee’s current organisation. SELF OUTSIDE : An employee’s experiences in a situation or position outside the employee’s current organisation. OTHER INSIDE : Another individual or group of individuals inside the employee’s organisation. OTHER OUTSIDE : Another individual or group of individuals outside the employee’s organisation.
The structure of equity in the workplace is based on the ratio of inputs to outcomes.
Submitted By : Simran Agrawal