Enlightenment of fairness theory to management science

Equity theory organizes managers to treat every employee fairly, which provides a method to analyze problems and is of great significance to organization and management. Managers guide employees to form a correct sense of fairness. Being a worker is an objective historical social comparison, and it is often a personal subjective feeling. Therefore, managers must make correct guidance to make employees form a correct sense of fairness. The performance of subjugation often leads to overestimation of one's own contribution and role, people's psychological activities and their contribution to others, and thinks that one's salary is low, thus resulting in unfair psychological phenomena. With the development of information technology, people's social interaction is more and more extensive, and the income gap between it and social reality increases the possibility of workers feeling unfair. Organize and manage, guide them to compare correctly, look at the strengths of others, realize their own shortcomings, choose an objective and fair benchmark in their own field to compare with many industries, see their own salary as much as possible, and improve the sense of unfairness caused by avoiding blind comparison. Second, employees' sense of fairness will affect the enthusiasm of the whole organization. Facts show that employees' sense of fairness not only directly affects employees' personal behavior and personal behavior, but also affects the enthusiasm of the whole organization. In organizational management, managers should strive to create a fair atmosphere, such as correctly guiding employees to speak out, reducing mass media with abnormal negative emotions, often going to the masses to understand the practical difficulties of employees' work and life, helping to solve and take care of vulnerable groups in time, and secretly granting bonuses or subsidies according to actual conditions when necessary. Third, the management behavior of leaders must follow the principle of justice. Whether the leadership behavior is fair or not will directly affect the workers' correct choice of comparison objects. If the leadership is unfair, workers will definitely choose to lead the "caregiver" as the benchmark, thus increasing the psychology of unfair comparison results. Organization managers treat every employee equally, handle everything in accordance with the law and fairly, and avoid unfair management behavior caused by emotional factors. At the same time, it should be pointed out that fairness is relative, a kind of balance relative to the object of comparison, not average. On the issue of distribution, we must adhere to the principle of "giving priority to efficiency and giving consideration to fairness", so that some people can get rich first, and through honest labor and legal management, those who are later rich can constantly change the status quo and gradually realize the prosperity of * * * *, otherwise, there will be an "iron rice bowl" phenomenon, and the organization and operation mechanism will lose vitality. Fourth, the salary distribution should be conducive to the establishment of a scientific incentive mechanism. The wage distribution of workers should reflect more work, higher quality and a sense of responsibility. We should adhere to the method of combining spiritual encouragement with material rewards. The distribution of material rewards should correctly use the incentive and competition mechanisms, and reflect fair concerns by reasonably kicking the distribution gap. In spirit, encouragement, praise, etc. Workers realize that they have gained serious and self-realized joy and happiness, tasted the sweetness of success and consciously combined their personal goals with the professional responsibility and organizational goals of selfless dedication.