What is the main premise of Adams’ Equity Theory?
People are motivated to attain fairness in the exchange between their inputs (effort, experience, competence) and outcomes (salary, recognition, promotion), relative to others.
Analogy: Like splitting a restaurant bill: if you ordered a salad but paid the same as someone who ordered steak, you’d feel unfairly treated.
What experiment illustrates Equity Theory?
Monkey experiment:
Monkey A got a grape for the task, Monkey B got cucumber for the same task.
Monkey B got angry when it saw the unfairness.
Lesson: Perceptions of unfairness in input–outcome ratios trigger strong emotional reactions.
What happens when input–outcome ratios feel unequal?
If under-rewarded → anger
If over-rewarded → guilt
Both create tension and push people to restore fairness.
What strategies can employees use to reduce inequity?
Change own input
Change own output
Change others’ input
Change others’ output
Compare with someone else
Rationalise inequity
Leave
What are the strengths of Equity Theory?
Shows why fairness at work matters → when people feel treated fairly, they are more satisfied and more loyal to the company.
Analogy: Think of a seesaw.
Balanced = feels fair, people are happy.
Unbalanced = unfair, people feel upset.
What are the weaknesses of Equity Theory?
Little evidence for effects of overpayment
The theory says people who are overpaid should feel guilty and reduce effort, but research shows this rarely happens.
No prediction of which inequity strategy employees will choose
When people feel unfairly treated, they could work less, ask for a raise, or even quit — but the theory doesn’t explain which one they’ll do.
Vague about who employees compare themselves to
The theory doesn’t clarify if workers compare themselves to coworkers, industry standards, or even their own past experiences.
Ignores cultural differences
In some cultures, fairness is judged individually (my pay vs. yours), but in others, group harmony matters more. The theory doesn’t account for this.
What is Organisational Justice Theory (extension of equity)?
Distributive justice → fairness of outcomes.
Do I get a fair share of pay, promotions, or rewards compared to others?
Example: Two employees do the same work; both get equal pay.
Procedural justice → fairness of the process.
Was the decision-making process transparent, unbiased, and consistent?
Example: Promotions decided by clear criteria vs. favoritism.
Informational justice → fairness of communication/explanations.
Was I given honest, adequate explanations about decisions?
Example: A manager explains clearly why budget cuts affected bonuses.
Interpersonal justice → fairness in treatment.
Am I treated with dignity, politeness, and respect by managers?
Example: Even when rejecting an idea, the boss is respectful instead of rude.
What evidence supports Organisational Justice Theory?
Distributive justice → predicts outcome satisfaction (.54), organisational commitment (.31), less withdrawal (-.51).
Procedural justice → predicts job performance (.56), job satisfaction (.48), commitment (.42).
Both positively linked with satisfaction, OCBs (organisational citizenship behaviours), performance.
How can jobs be redesigned to boost motivation?
Job rotation → shifting employees between tasks (adds variety, reduces monotony).
Job enrichment → vertical expansion (more control over planning, execution, evaluation).
Relational job design →It means designing jobs so that employees can see the impact of their work on others (the beneficiaries).
Example: A hospital janitor who meets patients and families may feel their cleaning directly helps recovery → more motivation.
Why it works: It increases meaning in the job by connecting effort → real human outcomes.
What evidence supports JCM?
Meta-analytic correlations:
Autonomy strongly linked with job satisfaction (.48), performance (.23), lower turnover (-.01), less role ambiguity (-.23), and lower stress (-.23).
Social support, feedback, and task significance also strongly positive.
What outcomes does the Job Characteristics Model predict?
Higher intrinsic motivation
Higher job satisfaction
Growth satisfaction
Low absenteeism/turnover
High quality performance
What psychological states link job characteristics to outcomes (JCM)?
Experienced meaningfulness of work
Experienced responsibility for outcomes
Knowledge of results
According to Hackman & Oldham’s Job Characteristics Model (JCM), what are the 5 job characteristics that drive motivation?
Skill Variety
What it means: The job requires different skills and talents instead of being repetitive.
Why it motivates: It keeps work interesting and helps employees feel they’re using their full potential.
Example: A nurse who takes vitals, gives medication, talks to patients, and coordinates with doctors has more motivation than one who only files paperwork.
- Task Identity
What it means: Doing a job from start to finish and seeing the outcome, rather than just a small fragment.
Why it motivates: People feel pride and ownership when they complete a whole product/service.
Example: A carpenter who builds an entire table (cutting, assembling, finishing) will be more motivated than one who only sands table legs all day.
- Task Significance
What it means: The job has a meaningful impact on other people or the organization.
Why it motivates: Knowing your work matters boosts purpose and pride.
Example: A firefighter saving lives experiences higher motivation than a worker who feels their output doesn’t affect anyone.
- Autonomy
What it means: Having freedom and independence in how to do the job.
Why it motivates: Increases responsibility, ownership, and intrinsic motivation.
Example: A software developer who decides how to solve a coding issue feels more motivated than one micromanaged on every step.
- Feedback
What it means: Receiving clear, direct information about performance and results.
Why it motivates: Feedback shows progress, builds confidence, and helps learning.
Example: A salesperson who sees their monthly sales figures knows if they’re improving, while one without feedback may lose motivation.
How do intrinsic vs. extrinsic motivation predict performance?
Quantity → extrinsic motivation is stronger (.33 vs .24).
Quality → intrinsic motivation is much stronger (.35 vs .06).
Analogy: Paying someone may get more widgets produced (quantity), but passion creates higher craftsmanship (quality).
When do extrinsic rewards reduce vs. increase intrinsic motivation?
More controlling rewards (expected, contingent, tangible) → decrease intrinsic motivation.
Less controlling rewards (verbal praise, base compensation) → increase intrinsic motivation.
When extrinsic rewards reduce intrinsic motivation
If the reward feels controlling (like a bribe or pressure), people feel they’re doing the task for the reward, not because they want to.
Examples:
“If you don’t hit this quota, no bonus.”
“You’ll only get paid if you finish this.”
Tangible, expected, contingent rewards → make the work feel like an obligation → intrinsic motivation drops.
🔺 When extrinsic rewards increase intrinsic motivation
If the reward feels informational (like recognition or encouragement), it supports competence and autonomy.
Examples:
Verbal praise: “Great job, your analysis was really sharp.”
Base pay: a stable salary that lets you focus on your work without worrying about money.
These rewards don’t feel like pressure, but like appreciation → intrinsic motivation rises.
👉 The key difference:
Controlling reward = “I have to do this because of the reward.” → kills passion.
Informational reward = “My effort is valued and I’m learning/growing.” → boosts passion.
What are the two types of motivation in Deci & Ryan’s Self-Determination Theory (SDT
SDT explains what truly drives human motivation.
It says people are most motivated when their basic psychological needs are satisfied:
Autonomy → feeling in control of your actions
Competence → feeling capable and effective
Relatedness → feeling connected to others
Why this leads to motivation
If these needs are met → people feel energized, engaged, and motivated → they enjoy the activity itself (intrinsic motivation).
If these needs are blocked → people only act because of pressure, rewards, or fear → weaker, less sustainable motivation (extrinsic motivation).
📌 Example
Autonomy satisfied: A student chooses their own research topic → motivated to work hard because it feels like their project.
Competence satisfied: They feel good at analyzing data → they push harder because they believe they can succeed.
Relatedness satisfied: Their professor supports them → they stay motivated because they feel connected and valued.
What are the main claims of SDT?
Intrinsic motivation has stronger effects on effort than extrinsic.
Extrinsic rewards can sometimes decrease intrinsic motivation (Cognitive Evaluation Theory).
Cognitive Evaluation Theory
Cognitive Evaluation Theory (CET) explains how extrinsic rewards influence intrinsic motivation. Rewards that feel controlling reduce intrinsic motivation, while rewards that provide informational feedback (supporting competence and autonomy) increase it.
