This preview shows page 1. Sign up to view the full content.
Unformatted text preview: nal to the magnitude of
the perceived inequity
(3) the tension created in the individual will motivate him or
her to reduce it
(4) the strength of the motivation to reduce inequity is
proportional to the perceived inequity
proportional Equity theory suggests that overrewarded individuals
might be motivated to increase their performance and
underrewarded individuals to decrease their
performance in an effort to restore equity.
very often,overrewarded employees will find ways to rationalize
their overreward; they assume they "deserve" it.
The energy of an organization and its ability to achieve
its goals depends on its members ability to initiate, direct,
and persist on behaviors oriented towards achieving
organizational goals. This is called motivation.
The most effective way to motivate members of an
organization is to provide rewards they personally value
organization Rewards have expectancy, instrumentality, and valence;
expectancy instrumentality and valence
Some rewards do not increase motivation, but their absence
does reduce motivation decisively;
Rewards can be associated with the stages of the life of an
individual, as well as the level of development of a society;
Perceived equity is important Motivation is not enough!!! An individual has to be
prepared, competent, and has to have available
View Full Document
This note was uploaded on 09/18/2013 for the course AEM 1200 taught by Professor Perez,p.d. during the Spring '06 term at Cornell University (Engineering School).
- Spring '06