If you are the boss in your company and you want to be respected, revered, and followed by your members, then you need to understand the four tenets of workplace equity. Doing so will help you communicate better, get to the root of the problem easier, and manage the situation with a fair solution. Be sure to apply the following.
1.People exchange work for some reward
People work for reward- it’s that simple and plain. Perhaps there is no one who would go out there and look for a job who does not expect to get anything in return. Managers would often assume that the salary, wage, or contract rate is enough. But they are definitely wrong. In fact, one of the top reasons why employees quit their job is not the bad pay, but the bad boss.
It is important to make the employees feel that they are fairly compensated for the services they provide. In a managerial capacity, you should know the things that make your employees tick. This advantage is not just financial. Increased efficiency, availability of resources, collaborative events, continual feedback, managerial support and professional-development possibilities are all ways to reward employees. At the end of the day, employees want to know they’re going just as much as they’re putting in, and that they’re making a change in the workplace and beyond. The best managers know how each employee likes to be rewarded.
2.People look for empowering environment
In addition to performing for rewards, we also try to work in environments where we’re treated properly, and where we’re enabled to contribute in a significant way. If the first principle is met, employees feel more pride and responsibility in the work they perform. To take this further, empower your employees and give them with the resources needed to grow. When members feel a company is invested in their success, they’re more likely to work stronger and produce more.
3.People get stressed when they are treated unfairly
Unfairness breeds disappointment. Disappointment produces stress. Stress results in a loss of productivity. When employees feel they’re being treated unfairly, they become less productive.
If an employee finds out a peer is earning more money for performing the same role, a manager is using extra time with one person, or someone’s ideas are unfairly chosen, production suffers. The employee’s attention is directed on the stress-inducing act instead of the task at hand. Note: Perception is reality. When people feel they’re being treated unjustly, they’ll work to redress the perceived inequity.
4.People who think they are treated fairly will balance the scales
Let’s look at a scenario. Your top seller has been in their current position for a year. It’s their first yearly review. They’ve run into and well exceeded their $1 million sales goal and is turned on to receive their bonus. They get the check and are feeling pretty good about the situation. Until they find out that another employee who’s been with the company for five years and met (but did not exceed) the same goal is receiving almost double their bonus compensation.
This scenario happens. Sometimes bonuses are calculated not just on certain goals but also on company tenure. But if you’re the newer member who exceeded your sales goal, you perhaps are shouting in your head, “Huh?! But I sold more than this man! How is this fair?!”
Even though the bonus system may have been laid out in a contract, this will still be a smack in the face to the high-performing employee. Since we know consciousness is reality, and that this employee’s perception is now one of feeling undervalued and unfair, what’s likely to happen?
If you anticipate feelings of inequity, it’s best to address them proactively. This way even though an employee may feel a bit of a blow, they’ll have heard it directly from, and will have had a chance to communicate about it with, you.
As a leader, make certain to address inequities -- and perceived injustices -- before they get to this last stage. Your bottom line will thank you. And so, which is even more remarkable, will your employees.