The Equity-Equality Conflict

Dilemmas in the Management of Reward Systems

Bidragets oversatte titel: Konflikten mellem retfærdighed og lighed: Ledelsesdilemmaer ved anvendelsen af belønningssystemer

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

    Resumé

    This article investigatesthe factors that determine workplace actors’ appeal to social norms of fairness in some situations and what ‘fairness’ is perceived as consisting of. When is a pay level considered as relativity fair, and when is it not? When are contingent pay systems (i.e. pay-for-performance systems) perceived as fair and when are they not? When can differences in contribution (equity) overrule the social norm of equality? Which contingent reward structure should be applied for teamwork members, if any? Which structure to motivate employees to a continuous search for smarter working procedures and solutions? These are central concerns of motivation theory, where rational choice decisions are counterbalanced by endowment effectsor other fairness concerns. Management is placed in a dilemma between what is, e.g., an economically rational structure of incentives, on the one hand, and what is considered as equitable by employees, on the other. Since equality in reward counts for more among employees, while equity in contribution counts more for employers, this is an inherent dilemma, constantly having to be negotiated and solved, but never reaching any ‘final solution’ in any company. On the basis of this dilemma, implications for management are spelt out, and recommendations for the
    utilization of and limitations for pay variance among peers are given.
    OriginalsprogEngelsk
    TidsskriftJournal of Management and Sustainability
    Vol/bind3
    Udgave nummer3
    Sider (fra-til)158-166
    ISSN1925-4725
    DOI
    StatusUdgivet - 2013

    Emneord

    • management
    • motivation
    • social norms
    • endowment effect
    • contingent reward systems
    • employment relationship

    Citer dette

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    abstract = "This article investigatesthe factors that determine workplace actors’ appeal to social norms of fairness in some situations and what ‘fairness’ is perceived as consisting of. When is a pay level considered as relativity fair, and when is it not? When are contingent pay systems (i.e. pay-for-performance systems) perceived as fair and when are they not? When can differences in contribution (equity) overrule the social norm of equality? Which contingent reward structure should be applied for teamwork members, if any? Which structure to motivate employees to a continuous search for smarter working procedures and solutions? These are central concerns of motivation theory, where rational choice decisions are counterbalanced by endowment effectsor other fairness concerns. Management is placed in a dilemma between what is, e.g., an economically rational structure of incentives, on the one hand, and what is considered as equitable by employees, on the other. Since equality in reward counts for more among employees, while equity in contribution counts more for employers, this is an inherent dilemma, constantly having to be negotiated and solved, but never reaching any ‘final solution’ in any company. On the basis of this dilemma, implications for management are spelt out, and recommendations for theutilization of and limitations for pay variance among peers are given.",
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    The Equity-Equality Conflict : Dilemmas in the Management of Reward Systems. / Scheuer, Steen.

    I: Journal of Management and Sustainability, Bind 3, Nr. 3, 2013, s. 158-166.

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

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