" (Scholl, 2002) in contrast, equity theory stresses that when workers feel that their behavior is being fairly or equitably rewarded, they will excel, and profit sharing is likely to increase subjective factors such as organizational loyalty because profit sharing upon the part of a rich company is fair.
On a practical level, equitable forces in increasing employee motivation tend to be more difficult to measure in the short-term, unlike performance and productivity increases. and, although fairness is an important consideration, a sense of fairness is additionally often more difficult to systematize, unlike a schema of reward and punishment. Unlike equity theory, which must be holistic and organization-wide as a fair supervisor may have to enforce an unfair and inequitable corporate policy,...
Increasing self-empowerment and enhancing self- perception, "generally based on an individual's past experience, self-confidence (often termed self-efficacy)," as well as the perceived difficulty of the performance standard or goal," is both feasible and ultimately salutary for the future of both the employee, supervisor, and the organization. (Scholl, 2001)
Works Cited
Scholl, Robert. (12 Oct 2002) "Expectancy Theory." Motivational Processes. Retrieved 2 Jul 2005 at http://www.cba.uri.edu/scholl/Notes/Motivation_Expectancy.html
