{"id":40806,"date":"2025-10-14T13:59:12","date_gmt":"2025-10-14T13:59:12","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-professional-certificate-2\/lessons\/lesson-3-equity-theory-2\/"},"modified":"2025-10-14T13:59:12","modified_gmt":"2025-10-14T13:59:12","slug":"lesson-3-equity-theory-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-3-equity-theory-2\/","title":{"rendered":"Lesson 3: Equity Theory"},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" width=\"96\" height=\"114\" src=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" alt=\"\" srcset=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png 96w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-10x12.png 10w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-42x50.png 42w\" sizes=\"auto, (max-width: 96px) 100vw, 96px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n<h3>Lesson 3: McGregor&#8217;s Theory of Motivation<\/h3>\n<h3>Equity Theory<\/h3>\n<h5>Equity theory, developed by J. Stacy Adams in the 1960s, focuses on individuals&#8217; perceptions of fairness in social exchanges, particularly in the workplace. According to equity theory, individuals compare their inputs (effort, skills, experience) and outcomes (salary, recognition, benefits) to those of others to assess whether they are being treated fairly.<\/h5>\n<h5>The core premise of equity theory is that individuals strive for a sense of fairness and equity in their relationships and transactions. When individuals perceive an inequity, where their inputs and outcomes are imbalanced compared to others, it creates a state of tension and motivates them to restore equity.<\/h5>\n<p>\u00a0\t\t<\/p>\n<h3>There are three key components of equity theory:<br \/>\n<br \/><\/h3>\n<details id=\"e-n-accordion-item-9480\" open>\n<summary data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"e-n-accordion-item-9480\" >\n\t\t\t\t\t  Inputs:<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">Inputs refer to the contributions individuals make to a particular situation or relationship. These can include factors such as effort, time, skills, experience, and dedication that individuals invest in their work or relationships.<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-9481\" >\n<summary data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-9481\" >\n\t\t\t\t\t Outcomes<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>Outcomes are the rewards or benefits individuals receive from their work or relationships. These can include factors such as salary, recognition, promotion, status, and job satisfaction.<\/h5>\n<p>\u00a0<br \/>\n\t\t\t\t\t<\/details>\n<details id=\"e-n-accordion-item-9482\" >\n<summary data-accordion-index=\"3\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-9482\" >\n\t\t\t\t\t \u0627\u0644\u0648\u0635\u0641 \u0648 \u0627\u0644\u062a\u0639\u0631\u064a\u0641<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>Individuals compare their inputs and outcomes with those of others, known as referent others, who are typically individuals in similar roles or positions within the organisation. These comparisons help individuals assess whether they are being treated fairly or experiencing an inequity.<\/h5>\n<p>\u00a0<\/p>\n<\/details>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">Inputs refer to the contributions individuals make to a particular situation or relationship. These can include factors such as effort, time, skills, experience, and dedication that individuals invest in their work or relationships.<\/h5>\n<h5>Outcomes are the rewards or benefits individuals receive from their work or relationships. These can include factors such as salary, recognition, promotion, status, and job satisfaction.<\/h5>\n<p>\u00a0<\/p>\n<h5>Individuals compare their inputs and outcomes with those of others, known as referent others, who are typically individuals in similar roles or positions within the organisation. These comparisons help individuals assess whether they are being treated fairly or experiencing an inequity.<\/h5>\n<p>\u00a0<\/p>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-40806","lesson","type-lesson","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lesson 3: Equity Theory - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-3-equity-theory-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 3: Equity Theory - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 3: McGregor&#8217;s Theory of Motivation Equity Theory Equity theory, developed by J. 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