The Equity Theory
The Arctic Mining Consultants crew, led by Tom Parker, had a job to stake a claim of almost 60 miles of line. The job was budgeted for seven days, requiring that each of us would be required to complete a little over seven “lengths” per day. My name is John Talbot. I was one of the three field assistants hired by Parker to complete the project. If all four of us could complete the 7+ lengths per day over the seven day period, we would each be awarded a $300 bonus. Unfortunately, the job was not completed on time, with a shortfall of a mere 2.5 lengths, and we did not receive the bonus. This analysis will focus on the areas of Motivation, Groups and Teamwork/Power. Issues surrounding these areas contributed to our failing to complete the project on time. This analysis will be followed by what I perceive are some alternatives for conduct in these areas and a solution to implement them.
Problem Statement
The job was not completed on time, and the $300 bonus was not awarded.
Analysis
Motivation
Equity Theory:
The equity theory was established when Millar began to compare his own job inputs and outcomes with Boyce’s performance. Boyce, who always completed fewer lengths than Millar, received little disapproval from Parker. The inequity among the two employees had increased Millar’s motivational level to achieve the daily required lengths and to gain recognition from Parker. His hard work and dedication was demonstrated when he worked through the day without taking any lunch breaks and arranged for the helicopter to drop him off first and pick him up last from the claim site.
Millar’s motivational level began to decrease after he collapsed in an exhausted heap. He was frustrated with his own work performance and Parker’s continuous dissatisfaction with his effort. The changes in his input level brought consistent negative feedback from Parker, which led him to eventually give up on his task. This prevented the group from collectively achieving their
Problem Statement
The job was not completed on time, and the $300 bonus was not awarded.
Analysis
Motivation
Equity Theory:
The equity theory was established when Millar began to compare his own job inputs and outcomes with Boyce’s performance. Boyce, who always completed fewer lengths than Millar, received little disapproval from Parker. The inequity among the two employees had increased Millar’s motivational level to achieve the daily required lengths and to gain recognition from Parker. His hard work and dedication was demonstrated when he worked through the day without taking any lunch breaks and arranged for the helicopter to drop him off first and pick him up last from the claim site.
Millar’s motivational level began to decrease after he collapsed in an exhausted heap. He was frustrated with his own work performance and Parker’s continuous dissatisfaction with his effort. The changes in his input level brought consistent negative feedback from Parker, which led him to eventually give up on his task. This prevented the group from collectively achieving their