企业对待不公平感的处理优化方案——亚当斯公平理论的心理行为分析与决策

目的/意义揭示企业员工在公平感缺失后，员工可能产生的六种减少公平感的行为和心理变化，帮助企业了解如何管理和引导这些行为与心理变化，使公平感更有利于企业发展，而非阻碍。方法/过程亚当斯的公平理论是一种重要的过程型激励理论。随着研究的不断深入与发展，公平理论的发展共经历了结果公平、程序公平、互动公平等三个重要的历史阶段，公平理论存在的问题是理论性强而实践性弱。加入行为管理和管理心理学内容，逐个分析公平感缺失后可能出现的心理变化和行为改变，从具体情况入手，提高公平理论的实践性。同时加入员工幸福感和沉默行为等变量进行分析，阐明公平感的作用。结果/结论互动公平的确能够有效帮助企业建立企业文化和氛围，减少员工因公平感缺失而形成的行为改变，同时“五改一离”理论有助于深度剖析员工行为，帮助企业领导正确引导员工的心理变化和行为，为企业管理保驾护航。

A Better Program of Dealing With Unfairness In Companies——Analysis and Decision Making By Adams' Equity Theory

Purpose/SignificanceEmployees may have six kinds of behaviors and psychological changes when losing the sense of fairness, it is necessary help entrepreneurs understand this kind of changes so as to make processes to guide positively such change instead of block it.Method/ProcessAdams Equity Theory is an important incentive theory. With the deepening of research, it experienced three important stages in history:fair results, fair procedures and interactive fair. However, the Equity Theory is only great in theory but not practice. The article adds contents of behavioral management and psychological management to Equity Theory, and then analyzes changes both in behaviors and psychology so as to improve practice.Results/ConclusionThe interactive fair can indeed help enterprises to establish the correct corporate culture and atmosphere, reduce employee behavior change caused by the lack of fairness. "Five Changes One Leave" can help entrepreneurs to guide employees positively, and to manage business in the right way.