Adam's Equity Theory

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Performance issues and motivation is an understanding that is needed in every job. Performance issues can be skill driven, however, most performance issues are driven by motivation. As Baack (2012) stated motivation is at the beginning of behaviors, maintains it, and can end it. It is important to understand the driver of the performance issue and identify a performance plan to assist in correcting the issue. In reviewing a performance issue around production, we are going to review Adam’s effect theory and the performance problems created through it, as well as develop as performance plan.
Performance Issue
The call monitoring team is required to complete evaluations for several line of business a month. As a team, the group has
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As stated by Disley (2009), individuals are concerned with maintaining equity or fairness in their situations. When dealing with equity, it is very subjected to each individual. What one person finds as easy, another person may find as hard. In the example above, when polled, one team found that group A was the hard team and the other team that group B was a hard team; individuals found group C hard throughout the team. With these type of numbers, there is not a method that will be a win for every employee, someone will not think its fair and will feel it’s an inequitable situation. The only way for the Adam’s equity theory to work is for everyone to be on the same decision. As Baack (2012) stated, when the comparisons yield justice or inequity, behavior is maintained; when it results in inequity, a strong force seeks to drive in justice. Another issue that occurs with the equity theory is the performance and motivation is not self-driven or self-motivated. On the issue described above not one employee took ownership on how they could have helped their performance or helped the situation. When you look at the situation with Adam’s theory you will compare to the cause and effect of external factors (Disley, 2009). This can make it challenging when doing a performance plan, however, it is key to improving the performance and increase the …show more content…
The employee was still having performance issues, however, the issue is now impacting the entire department. Hollensbe (2000) noted that success in open-goal plans is due to goal settings. The performance plan involved looking at the overall performance model in different sections: calls per hour, random sample method, and performance improvement. The call model showed that the calls per hour could be changed from a per hour model to a per month model. This allowed agents that were struggling with hitting the per hour goal, to have the entire day to hit their goal (or even the week); while allowing the high performers with extra time to work on projects or extra development projects to enhance their job/development skills. Each employee received the same amount of calls a day, equality. The next piece to look at was the sample method. We changed the daily assignment system to send out the same amount of calls a day to each person, with the exception of Fridays as clean up day, to allow for everyone to have the same opportunity to score the same amount of calls, as well as the same type of calls, equality. The last piece of our departmental performance plan was the surveys we polled for call types. We used those to see who felt stronger at certain call types and paired them up for cross training Fridays for the following month to gain knowledge for agents who were struggling. We gave

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