Summarize

Framing Equity and Fairness This exercise will provide you with insights into how different people may frame equity and fairness and how you as a manager may need to help people address these framing issues.

Assume that you are a manager of a group of professional employees in the electronics industry. Ray Lambert, one of your employees, asks to meet with you. The company has just announced an opening for a team leader position in your group, and you know that Ray wants the job. You are unsure as to how to proceed. Ray feels that he has earned the opportunity on the basis of his consistent efforts at work, but you see things a bit differently. Since you hired him about ten years ago, he has been a solid but not an outstanding employee. As a result, he has consistently received average performance evaluations, pay increases, and so forth. He actually makes somewhat less money today than a couple of other people with less tenure in the group because they have had stronger performance records.

You really want to appoint another employee, Margot Sylvant, to the job. She has worked for the firm only six years, but during that time, she has consistently been your top performer. You want to reward her performance, and you think she will do an excellent job as team leader. On the other hand, you dont want to lose Ray, a solid member of the group. In anticipation of both your upcoming meeting with Ray and how things will work out after you appoint Margot, perform the following activities.

1. Itemize the inputs and outcomes for both Ray and Margot. Think beyond the simple items described here and note other likely inputs and outcomes.

2.Describe how Ray and Margot are likely to see the situation.

3.Outline a conversation with Ray in which you convey your decision to hire Margot for the new position.

4.Note what advice you might offer to Margot about interacting with Ray in the future.

5.Identify other possible rewards you might offer Ray to keep him motivated.