According to equity theory, what functions as a motivator?

The concept of equity theory, developed by John Stacey Adams, revolves around the idea that individuals evaluate their work situation based on perceived fairness in comparison to others. Within this theory, perceived inequity serves as a significant motivator. When individuals feel they are being treated unfairly—whether in comparison to peers or based on their inputs versus outcomes—they become motivated to address this discrepancy.

Perceived inequity can drive employees to alter their behaviors, seek a change in their contributions, or even ask for raises or promotions to restore a sense of balance. Consequently, the feeling of being under-rewarded or over-rewarded triggers emotional and behavioral responses aimed at achieving fairness, whether through direct action or changes in perception.

In contrast, while fairness in workplace conditions, personal goals for growth, and teamwork can contribute to a positive work environment and overall job satisfaction, they do not inherently function as motivators in the same way that perceived inequity does. These elements may influence motivation, but the core mechanism of equity theory specifically highlights the impact of perceived inequity as a driving force behind individuals' actions and job performance.