The paper 'Motivation of Employees Working' is a great example of a Management Assignment. Equity theory in employee motivation describes the relationship between how an employee perceives he is treated fairly and how he is motivated to work hard. Employees are likely to be motivated when they feel they are treated fairly. They then get highly prone to feeling demotivated or disaffection when they feel they are treated unfairly. The heart of the theory is the way employees measure the sense of fairness. Inputs are what employees put into their work while outputs are what they take out of it in return.
This means employees put many things into their work besides hours they work and in the same way they receive many things from their work in return besides money. Equity theory thus shows that money or pay alone doesn’ t determine motivation. Employees always balance what they put into their jobs and what they get out of it and thus that is how they decide what a fair balance is. Employees at Patagonia try to balance what they get from their jobs and what they put into those jobs and this attempt to balance will assign those values to their various contributions unconsciously.
Employees at Patagonia despite giving their time to the company, also give their qualifications, experience, capability, and personal strengths like individual ambitions. Employees are motivated through money in terms of increased salaries though it is not the only case that keeps employees motivated. Other prime motivators are off days up to two months in order for them to work in environmental groups and also being given a chance to continue studying while the company caters to almost fifty percent of the school expenses. Equity theory explains that the employee who perceives his rewards are equal to his contribution is the most highly motivated employee.
He will judge as being treated fairly if he or she gets a notion that he is working and rewarded at the same rate as his fellow employees. All employees at Patagonia are treated at the same rate. In case of an increase in salaries, it happens across the board. There are equal rewards in terms of off days, catering for school expenses and full medical benefits are available to all.
In general, according to equity theory, an employee who is over-rewarded will produce more and higher quality work that less motivated employees. According to the Patagonia case study, employees are not in just for the money but for other benefits and the values of the company. They are motivated by all motivation programs executed by the management. This is the reason why Lisa an employee loves her job and enjoys working at Patagonia. The fact that the company supports her education to study the course she loves most drives her to put in more effort towards her work.
Other candidates beg to work at Patagonia despite holding unspeakable qualifications that don’ t suit their job positions. They strive to work with a company that has a high reputation in treating its employees fairly by motivating them. To them, it is not all about how much they are going to be paid in terms of money but the benefits they want to receive besides that money.
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