This analytical paper attempts to explicitly analyze the concept of equity in terms of motivation and features in the management styles of Jonathan and Dan as reflected in the job life of Alex and Stephanie respectively.
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Equity theory requires an employee to be evaluated through comparison of the ratio of his or her input and output with the ratio of input and output of other employees. The inputs take different forms such as the job contribution, the extra role behavior exhibited by the employee, and personal contributions.
Pay adequacy and equity are the determinants of pay satisfaction. The structure encourages security, comfort and safety, and prevailing physical convenience (Biswas, 2011).
In application, Jonathan, who is Stephanie’s supervisor, has embraced equity in exercising leadership skills and has empowered his team to explore their full potential. The employees in Jonathan’s team are treated equally and have the same opportunity for compensation in relation to effort in place of work.
The employees are rotated in across the departments without any favoritism or nepotism. Stephanie is happy with her regular movement to different departments and the professional relationship with her boss who constantly and equally motivates his team (Robbins et al. 2012).
In contrast, Dan, who is Alex’s supervisor, has not internalized the importance of equity in delegating duties, monetary compensation, and treatment of his team members as equal.
Despite the fact that he has the mandate to promote and increase salaries of his team members, Alex observes that he misuses the mandate to reward employees such as Denise with a pay rise of two dollars per hour for complementation his dressing style.
This is not part of the role of Denise in the supermarket. Besides, he constantly and unproductively criticizes Alex through a series of stereotyping statements. For instance, during the lunch break that should take forty five minutes, Dan confronts Alex for being late when she is 30 minutes into the lunch break.
Besides, Stephanie observes that Denise has been moved to different departments with the three weeks she has worked at the supermarket (Robbins et al. 2012). Thus, the leadership style adopted by Dan does not conform to the standards of equity.
Employment equity deals with fairness in assigning duties, promotion, compensation, and recruitment. Employees are useful determinants of success of an organization. Jonathan is conscious of the need for equity within his team.
Besides the supervisory role in execution of duties in the supermarket, Jonathan is very open to consultation and has a proactive attitude towards all members of the team. He evaluates his team members through comparison of the ratio of their inputs and outputs with the ratio of input and output of other employees in other departments.
For instance, Stephanie is entitled to an extra compensation if she meets the weekly targets of selling ten liters of the oil. In contrast, Dan has not embraced the core elements of equity, such as employee motivation, accountability, and mutual respect. His team members are passive and do not give their full potential in the supermarket (Robbins et al. 2012).
Biswas, S. (2011). Commitment, involvement, and satisfaction as predictors of employee performance. South Asian Journal of Management, 18 (2), 92-107.
Robbins, S., Judge, T., & Hasham, E. (2012). Organizational Behavior (12th ed.). New York, NY: Pearson/Prentice Hall Publishing.