Pensiamo comunemente a cosa possiamo fare per rafforzare la motivazione dei nostri collaboratori sul posto di lavoro ma pensiamo troppo poco a cosa noi potremmo evitare di fare per non compromettere la loro motivazione, soprattutto se già forte. Adams' equity theory ci aiuta a riflettere sull'importanza del concetto di equità. Per saperne di più continua a leggere l'articolo direttamente in inglese!

Equity theory was developed in 1963 by Adams, a behavioural pshychologist. It throws light on how important it is for team members to perceive the fairness of the treatment received by others. This theory states that we are used to comparing the inptus we put into a project (qualifications, skills, effort, resources, time, etc..) and the outcomes we get out of it (salary, promotion, recognition, advancement, etc..).

In order not to get demotivated, outcomes should balance inputs. If inputs weigh more than outcomes, this situation is perceived as unfair and we tend to recreate fairness either by expecting / asking for higher outcomes or by decreasing our inputs.

This comparison is not only made at a personal level. It is also made with other team-members or colleagues: practically if our inputs are the same as our colleagues' but our outcomes seem to be lower then theirs, we find this situation unfair and our motivation at work might decrease.

All in all, this theory should question the way we manage our team members on a daily basis. First of all, we should try to treat all of them fairly.

Secondly, we should learn to be empathic and put ourselves in their shoes. The key factor is not how we perceive things, but how they perceive things.

Therefore, how can we practically make sure that they perceive the way we treat them fair? A useful follow-up activity could be to set an action plan in order to check on this, so as to keep our collaborators' motivation high.