MOTIVATION IN THE WORKPLACE 2
Scenario
A food service restaurant in Orlando, Florida recently promoted a team member to the
position of manager. The individual’s name is James, and he has been with the restaurant for 5
years. During the first few weeks of James in the position, he displayed excellent leadership
while obtaining great results. Recently, fellow managers have noticed that James has not
displayed the same leadership skills as he was, and his numbers have been decreasing. When
approached about it, he explained that he does not feel motivated to put that extra effort into the
job because he believes he is not compensated properly. Based on the individual’s rationale, the
supervisors determine that the motivational theory that is most relatable is the Equity Theory.
Relevant Research
In a research study by Wann et al. (1997), they sought to see how the equity theory is
applicable to the sports setting. The equity theory is when individuals compare their outputs and
inputs to ensure they are equal (Wann et al., 1997). The individual additionally looks at the other
individuals' outputs and inputs to make sure there is not any difference to theirs. This study
found that individuals who considered themselves overpaid are likely to attempt to restore equity
through psychological and physical characteristics. Similarly, they found that when individuals
find themselves underpaid, they will naturally seek equity and decrease their characteristics. In
another article about equity theory, Stecher & Rosse (2007) sought better to understand an
individual’s reaction to workplace injustice. They divided a sample of college students into two
groups. Each group was given a scenario and they would verbalize their reaction to the scenario.
The first group’s scenario displayed a workplace employee with an equal ratio of output and
inputs. The second group’s scenario displayed workplace injustice (unequal ratio of output and
inputs). They found the students in the second group displayed stronger emotions toward their
group compared to the first group.
MOTIVATION IN THE WORKPLACE 3
In continuation of the situation above, since James does not feel that his ratio of outputs
and inputs is equal, the supervisors need to develop a plan to level out the ratio. In the initial
evaluation, the supervisor needs to determine how much money the restaurant is losing due to its
performance of James. Based on those numbers, they can properly decide on whether the
recovery of the lost funds justifies an increase in pay for James. The increase in pay will level the
ratio and help James feel properly compensated for his hard work. This will additionally allow
future leaders to have an increase in motivation to pursue leadership positions.
Intervention Specifics
Based on the results that were relevant to the example, the intervention is a constructive
approach to increase the motivation within to properly execute his positions and not be a liability
for the restaurant. The supervisor's approach to his concern will open the door of trust between
them and James, so he will feel more welcome to express any further concerns he might have. A
disadvantage of the approach is the lack of repercussions for the drop of leadership due to
personal reasons which is a sign of selfishness. If the supervisors are approached with a similar
situation, there should be a consequence for his selfish actions and putting the company’s funds
in danger.
MOTIVATION IN THE WORKPLACE 4
References
Stecher, M. D., & Rosse, J. G. (2007). Understanding reactions to workplace injustice through
process theories of motivation: A teaching module and simulation. Journal of
Management Education, 31(6), 777–796. https://doi.org/10.1177/1052562906293504
Wann, D. L., Fortner, B. V., Schrader, M. P., & Rosenberger, S. (1997). Application of the
Equity Theory of Motivation to Sport Settings: Importance and Effect of Inequity of
Overpayment. Perceptual and Motor Skills, 85(1), 227–234.
https://doi.org/10.2466/pms.1997.85.1.227
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