Equity theory and the managerial matrix

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Date: Apr. 1990
From: Training & Development Journal(Vol. 44, Issue 4)
Publisher: Association for Talent Development (ATD)
Document Type: Article
Length: 3,413 words

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Abstract :

The equity theory for worker motivation and performance, which states that employees evaluate their jobs by comparing what they put into their work with what they get out, can be integrated with the managerial matrix technique for management training and development to provide a powerful tool for making human resource decisions. The three possible feelings that result when employees compare what they put into their job, or inputs, with that they get out, or outcomes, are: over-reward, when outcomes exceed inputs; equitable reward, when outcomes equal inputs; and under-reward when inputs exceed outcomes. Managing employee outcomes is one way to affect worker perceptions of job value. Strategies for affecting worker perceptions that managers need help with can be identified by a managerial matrix based on surveys of immediate subordinates. The managerial matrix uses the data to compare employee outcomes with managerial strategies.

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Gale Document Number: GALE|A8360586