7-1 Motivation intensity intensivlik, direction- yo’nalish, persistence- qatiylik

1. Change inputs (exert less effort if underpaid or more if overpaid).
2. Change outcomes (individuals paid on a piece-rate basis can increase their
pay by producing a higher quantity of units of lower quality).
3. Distort perceptions of self (“I used to think I worked at a moderate pace,
but now I realize I work a lot harder than everyone else”).
4. Distort perceptions of others (“Mike’s job isn’t as desirable as I thought”).
5. Choose a different referent (“I may not make as much as my brother-inlaw,
but I’m doing a lot better than my Dad did when he was my age”).

5. 
   Leave the field (quit the job).
   

Tenglik nazariyasiga asoslanib, tengsizlikni sezgan xodimlar ulardan birini qiladilar

oltita variant: 82
1. Kirish ma'lumotlarini o'zgartiring (agar kam to'langan bo'lsa, kamroq harakat qiling yoki ortiqcha to'langan bo'lsa ko'proq).
2. Natijalarni o'zgartirish (bo'lak stavka asosida to'lanadigan shaxslar o'zlarining pastroq sifatli birliklarni ko'proq miqdorda ishlab chiqarish orqali to'lash).
3. O'z-o'zini idrok etishni buzish ("Men o'zimni o'rtacha sur'atda ishladim deb o'ylardim,
lekin endi men hammadan ko'ra ko'proq ishlayotganimni tushunaman").
4. Boshqalar haqidagi tasavvurlarni buzish (“Maykning ishi men o'ylaganchalik ma'qul emas”).
5. Boshqa referentni tanlang (“Men qaynog'im kabi ko'p pul ishlamasligim mumkin,
lekin men otam mening yoshimda qilganidan ko'ra yaxshiroq ish qilyapman").

6. 
   Maydonni tark eting (ishni tark eting).
   

organizational justice An overall perception of what is fair in the workplace, composed of distributive, procedural, informational, and interpersonal justice.

Tashkiliy adolat Ish joyida nima adolatli ekanligi haqidagi umumiy tasavvur, taqsimlovchi, protsessual, axborot va shaxslararo adolatdan iborat.

Although equity theory’s propositions have not all held up, the hypothesis serves as an important precursor to the study of organizational justice or, more simply, fairness in the workplace.86 Organizational justice is concerned more broadly with how employees feel authorities and decision makers at work treat them. For the most part, employees evaluate how fairly they are treated, as

shown in Exhibit 7-8.
Garchi tenglik nazariyasining barcha takliflari o'zini oqlamasa ham, gipoteza tashkiliy adolatni o'rganish uchun muhim asos bo'lib xizmat qiladi yoki, oddiyroq aytganda, ish joyidagi adolat.86 Tashkiliy adolat haqida xodimlarning hokimiyat va qaror qabul qiluvchilarni ishda qanday his qilishlari bilan kengroq
ularni davolash. Ko'pincha, xodimlar ularga qanchalik adolatli munosabatda bo'lishini baholaydilar
7-8-rasmda ko'rsatilgan.

distributive justice Perceived fairness of the amount and allocation of rewards among individuals.

taqsimlovchi adolat Jismoniy shaxslar o'rtasida mukofotlar miqdori va taqsimlanishining adolatliligi.