The theory of fairness in management was developed by Maslow, right?

First, the main content:

The theory of fairness points out that people's motivation to work is not only related to the actual remuneration of individuals, but also more closely related to whether people feel fair in the distribution of remuneration. People will always consciously or unconsciously compare the price of their labor and the remuneration they receive with others, and make judgments about whether it is fair or not.

The sense of fairness directly affects the motivation and behavior of employees. Therefore, in a sense, the process of motivation is actually the process of comparing people with each other, making judgments about whether they are fair or not, and guiding behavior accordingly. The main content of the research on fairness theory is the rationality and fairness of the distribution of employee remuneration and its impact on the enthusiasm of employees.

2. Enlightenment for managers:

1. Managers should guide employees to form a correct sense of fairness.

The social comparison or history of employees is more objective, and this comparison is often based on personal subjective feelings, therefore, managers should make more correct guidance, so that employees form a correct sense of fairness.

2. The leader's management behavior must follow the principle of fairness.

If the leader is unfair, the employee will choose the "caretaker" of the leader as the benchmark for comparison, which will increase the contrast of the comparison results and produce unfairness psychology.

3. The distribution of remuneration should be conducive to the establishment of a scientific incentive mechanism.

The distribution of workers' remuneration should embody the principle of "more work and more reward, more quality and more responsibility", and adhere to the method of combining spiritual incentives with material incentives.

The theory of fairness is responsible for corporate governance

The revelation is: employees to zhi

Both the work tasks and the company's governance system may have some influence on fairness. When applying this theory in practice, attention should be paid to the rationality between actual job performance and compensation, and attention should be paid to the psychological balance of individual employees who make a special contribution to the absorption and accumulation of knowledge in the organization.

The managerial implications of the equity theory:

There are subjective judgments on the understanding of the content of individual comparisons and the selection of comparison standards, and managers can influence the subjective understanding of employees through system innovation: establish an organizational evaluation system that is unanimously recognized by employees and integrated into the comparable standards of employees; Help employees objectively understand their own inputs and outputs, and internalize the organizational evaluation system into employees' personal evaluation standards; At the same time, an open and inclusive organizational culture that is just, open and fair is the carrier and trust for the effective realization of this fairness theoretical model.

The theory of fairness plays a huge role in guiding the process of enterprise management, and its theory itself is simple and clear, but the content is broad and profound. Only on the basis of in-depth study of its spiritual essence and flexible application to the actual management can we fully mobilize the enthusiasm of employees, give full play to the potential of employees, and obtain the greatest benefits for the enterprise.

In order to avoid the unfairness of the employees, the enterprise often adopts various means to create a fair and reasonable atmosphere in the enterprise, so that the employees of the lead balance have a subjective sense of fairness.

The theory holds that the degree of satisfaction of employees with income can affect the enthusiasm of employees, and the degree of satisfaction of employees with income depends on the comparative journey of a society, and a person not only cares about the amount of income of his own superb sales, but also cares about the amount of his relative income.

The fairness theory has important implications for us: first, it is not only the absolute value of the reward that affects the incentive effect, but also the relative value of the reward. Second, incentives should strive to be fair, so that the equation is objectively valid, and although there are errors in subjective judgments, it will not cause a serious sense of unfairness.

Thirdly, in the process of incentives, we should pay attention to the guidance of the fairness psychology of the incentive, so that they can establish a correct concept of fairness, one is to realize that absolute fairness does not exist, the second is not to blindly compare, and the third is not to pay according to remuneration, which is the main killer of the vicious circle caused by the issue of fairness. In order to avoid the employees from having a sense of unfairness, enterprises often adopt various means to create a fair and reasonable atmosphere in the enterprise, so that the employees have a subjective sense of fairness. Some enterprises adopt the method of keeping wages secret, so that employees do not know each other's income and expenditure ratios, so as to avoid a sense of unfairness caused by comparing employees with each other.

The fairness theory says that when employees feel unfair, you can expect them to take one of six options: 1change your own inputs; 2.

change your own output; 3.distorting the perception of the self; 4.misrepresent perceptions of others; 5.

Select a different reference object; 6.Get out of the field. The theory of fairness also states that the following four practices are associated with the unfairness of remuneration:

1.If time is compensated, employees who feel overpaid will be more productive than those who feel they are being paid fairly. 2.

If compensation is based on production, employees who feel overpaid will have lower yields but higher quality than those who feel fairly paid. 3.If you are paid based on time, employees who feel underpaid are less productive and of worse quality.

4.If paid on the basis of production, employees who feel underpaid will have higher yields and lower quality than those who feel fairly paid.

Fairness theory is an important theory in social psychology, which mainly refers to the fact that people will refer to the comparative level and standards of themselves and others when evaluating whether they and others are treated fairly, so as to form a cognition and feeling of fairness and unfairness. Specifically, the theory of fairness mainly includes the following:

1.Comparison level: When people evaluate fairness and unfairness, they compare themselves to others to form a frame of reference.

3.Feeling Fair: Blade Oak minds people feel happy and satisfied when they are treated fairly, and angry and dissatisfied when they are treated unfairly.

The theory of fairness raises new questions for managers, mainly including the following aspects:

Therefore, managers need to consider how to develop a fair wage distribution plan to avoid unfair feelings among employees.

2.Promotion issues: Equity theory suggests that employees will refer to their own contributions and the performance of their peers when evaluating their promotion opportunities, so as to form a perception and feeling of fairness and unfairness.

Therefore, managers need to consider how to develop a fair promotion mechanism to avoid dissatisfaction and complaints among employees.

Therefore, managers need to consider how to develop a fair performance appraisal mechanism to avoid unfair feelings among employees.

4.Team building issues: Equity theory suggests that employees need to feel fairly treated at work in order to be able to better reach their individual and team potential. Therefore, managers need to consider how to establish a fair and harmonious team atmosphere and promote cooperation and collaboration among employees.

In summary, the fairness theory reminds managers that when formulating various management policies and programs, they need to consider employees' perceptions and feelings about fairness and unfairness, so as to avoid dissatisfaction and complaints among employees and improve the overall performance and competitiveness of the organization.