Social nature of personnel motivation

Q. Personnel motivation is influenced by rewarding experience but it is compounded by the feeling of social inequity. Explain 10

7 thoughts on “Social nature of personnel motivation”

  1. An organization is a social setting in which employees interact with each other and discuss about their goals, targets, passing critique on employer etc.,. In this context, a personnel’s work motivation is prone to be affected from influence and comparison with his colleagues i.e. Not only personal rewards but also social comparison and sense of equity plays a key role in maintaining the work motivation.

    we feel satisfied when we feel sense of equity i.e. feeling of perceived justice to one’s own efforts and the ones received outcomes. In social settings like organizations the sense of equity completes only after comparison with others particularly relational colleagues, whom you feel as your equal. We compare our efforts and the outcomes we received with the relational person’s efforts and the outcomes they received. Inequity in this comparison might lead to person perceive as ‘organizational Injustice’ towards them.This leads to dissatisfaction, sense of under-appreciation and helplessness. We, human beings want just treatment and this sense of injustice distorts the person beliefs about self as well as environment.In order to cope with it, a person might distort their idea of inputs and outputs or in altogether leave the organization to restore the balance in sense of equity. So, to get personnel motivated is accomplished through reinforcements for the self but to sustain, it is important to promote a sense of equity in the organization.

  2. Psychological aspects that deal with motivation for personnels working in corporate as well as public sectors has been an area of intense research. Traditional concepts of personell motivation deals with doling out benefits in appreciation of one’s work.

    But Adam’s equity theory claims that one’s perceived equity in terms of reward with respect to others determine motivation in employees. In other words weighing one’s reward(output)/input with respect to others output/others input from the point of view of oneself determines one’s motivation. If disequilibrium exists then the input put in but the employee changes. For example, if an employee puts in 2hours of extra work but received the same wages as his colleagues, he is likely to cut down his hours. He can continue if others wages are reduced or other non pecuniary benefits such as praise, recognition,etc is received.

    Critics of the theory claims that such a view is culturally biased. Individualistic (egoistic) gains are sought in western countries whereas in collectivistic countries such as India where resources are acute cooperative and selfless motives are at play. Ex: concept of self help groups, where resources are pooled in and loaned to those in need.

    Nevertheless, such a concept has a huge heuristic value and in terms of application it calls for managers and employers to take the perspective of of employees when doling out benefits in order to increase efficiency of work.

  3. It is important to understand what motivates personnel so that he could perform and help achieve organisational goals.
    Adam’s equity theory is a social comparison theory that proposes that an employee is motivated not just by rewards given to him/her but by his/her perceived equity i.e whether he/she is being treated fairly. This fairness is evaluated by comparing his/her output to input ratio with others.
    Eg: if person A is given a 10% hike in salary(output) for his 10hour effort(input) per day, person A will not be just motivated by the hike. But he compares this output/input ratio with others. If their output/input is also same as his (say 10%/10 or 12%/12) then he feels motivated.
    If the perceived output/input is not the same one tries to achieve equity by distorting the input or output or even leave the organisation(cognitive dissonance)
    Thus, this theory explains :
    How giving reward to just one person demotivates others because of absence of distributive justice and procedural justice.
    How the same reward which was motivating earlier could stop being a motivator after a comparison.

  4. A work organisation is a space where the employer has to strike a balance between getting work done and motivating an employee via fair compensation to maintain the productivity. Compensation to usually is in the monetary form either as a bonus, yearly incremental etc. This way the employee feels that their work is valued in an organisation, therefore they feel motivated.

    However, an employee is always associated with its fellow colleagues with whom s/he match, compare, and try to prove better their performance. If an employee get same compensation for same amount and quality of work as others did, then sense of justice, perceived sense of equity instills in the mind of the employee. It will feel motivated to work, maintaining good relationship in the organisation. But if an employee feels that it is not compensated fairly as its fellow colleagues were for the same amount and quality of work then the employee will feel dejected, undervalued, angry.

    Adam’s Equity theory, which states the perceived equity output(reward) to input (contribution) ratio by an individual is same as other around it, then it feels safe and secured. If it is not same then an individual might indulge in cognitive distortion, insecurity will creep into the mind.

    Hence, this proves in every case increase in reward in itself doesn’t guarantees motivation, but fairness in reward does.

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