according to -theory, employees compare the inputs and outputs of other employees doing similar jobs. unfavorable comparisons may lead to slacking off on their work or asking a supervisor for either an explanation or a raise.
According to social comparison theory, employees often compare their own inputs and outcomes (such as effort, skills, pay, and rewards) to those of their co-workers who are performing similar jobs. This comparison process helps individuals determine their relative standing within the organization and evaluate the fairness of their own situation.
In the context of employee behavior, unfavorable comparisons occur when employees perceive that their inputs and outcomes are not equitable or balanced compared to their peers. For example, if an employee believes they are putting in more effort and receiving fewer rewards compared to their colleagues, they may perceive the situation as unfair.
This perception of unfairness can have several outcomes. One possible response is that an employee might feel demotivated or discouraged, leading to decreased effort or slacking off in their work. They may feel that putting in additional effort would not be worthwhile if their contributions are not recognized or rewarded appropriately.
Alternatively, an employee might choose to request an explanation or seek feedback from their supervisor. They may want to understand the reasons behind the perceived inequity or seek clarification on their own performance. In some cases, employees may also use this opportunity to negotiate for a raise or better compensation package if they believe they deserve it based on their own inputs and outcomes compared to others.
It's important for organizations and supervisors to be aware of social comparison processes and address any perceived inequities or unfairness among employees. Creating a transparent and fair work environment can help minimize the negative effects of unfavorable comparisons and maintain employee motivation and engagement.