Adams’ Equity Theory
Balancing Employee Inputs and Outputs
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DaveLongMedia
If you pay peanuts, you may get monkeys: find the right balance.
Adams' Equity Theory calls for a fair balance to be struck between an employee's "inputs" (hard work, skill level, acceptance, enthusiasm, and so on) and their "outputs" (salary, benefits, intangibles such as recognition, and more).
According to the theory, finding this fair balance helps to achieve a strong and productive relationship with the employee, with the overall result being contented, motivated employees.
Understanding Adams' Equity Theory
Adams' Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist, who developed his job motivation theory in 1963. Much like many of the more prevalent theories of motivation (such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory), Adams' Equity Theory acknowledges that subtle and variable factors affect an employee's perception of their relationship with their work and their employer.
The theory is built on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel that their inputs are greater than the outputs they receive. Employees can be expected to respond to this in different ways, and may exhibit de-motivation, reduced effort, annoyance, or, in extreme cases, perhaps even disruption.
How to Apply the Adams' Equity Theory
Adams' Equity Theory can help you spot ways to improve an employee's job satisfaction and their level of motivation.
To do this, consider the balance or imbalance that currently exists between your employee's inputs and outputs, as follows:
Inputs typically include:
- Effort.
- Loyalty.
- Hard work.
- Commitment.
- Skill.
- Ability.
- Adaptability.
- Flexibility.
- Acceptance of others.
- Determination.
- Enthusiasm.
- Trust in superiors.
- Support of colleagues.
- Personal sacrifice.
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Read our Privacy PolicyOutputs typically include:
- Financial rewards (such as salary, benefits, perks).
- Intangibles such as:
- Recognition.
- Reputation.
- Responsibility.
- Sense of achievement.
- Praise.
- Stimulus.
- Sense of advancement/growth.
- Job security.
While many of these points can't be quantified or perfectly compared, the theory argues that managers should aim for a fair balance between the inputs that an employee gives, and the outputs they receive.
And according to the theory, employees should be content where they perceive these to be in balance.
Tip:
For a similar approach to supporting your people's success and sense of satisfaction, see Frederick Herzberg's Motivation/Hygiene Theory.
Key Points
Much like the five levels of needs determined by Maslow, and the two factors of motivation classified by Herzberg (intrinsic and extrinsic), Adams' Equity Theory states that positive outcomes and high levels of motivation can be expected only when employees perceive their treatment to be fair.
This perception of fairness is based on a number of different inputs – what they put into their work – and outputs – what they get back as a result. Adams' Equity Theory is about striking a healthy balance between the two.
If the balance lies too far in favor of the employer, some employees may ask for more compensation or recognition. Others will be demotivated. Some may even decide to work elsewhere.
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I was hoping to find out who the author was and the publication date, please.
Kind Regards,
Sasha-Leigh
Many thanks for your comment and for sharing these insights with us. It is indeed so that different things motivate different people - that's why it's so necessary for a manager to know what motivates each of his/her employees.
Yolandé
Mind Tools Team