Welcome to our November 2nd Newsletter!
from James Manktelow & Kellie Fowler of MindTools.com.
Mind Tools: Essential Skills for an Excellent Career!

In This Issue…

In this issue of the Mind Tools newsletter, we look at Adams' Equity Theory, which stresses the importance of striking a balance between employee inputs and outputs. This theory of motivation states that positive outcomes and high levels of motivation can be expected only when employees perceive their treatment to be fair; hence the balance between the employee's inputs and outputs.

We share news about exciting new developments on the website, with fresh career skills articles twice every week.

As newsletter subscribers, you will be privy to these articles as we "roll them out," so let us know what you think. We have chosen more than 300 topics that (in time) we'll cover and, as always, are eager to share our works with you.

You will also find an important guest article on the often-neglected subject of networking, and information from the Mind Tools Store.

As always, enjoy the newsletter and let us know if there is anything you would like to see included in upcoming issues. Your comments and requests have sparked the development of many of our tools, including the recently debuted "How to Lead: Discover the Leader Within You," articles on cross-cultural communication and more. So keep your comments coming. We're always listening!

Best wishes, and enjoy this issue!

James & Kellie

"What's New"- A look at new tools on the Mind Tools site

Twice each week, we are now adding useful and (hopefully!) thought-provoking new articles to the Mind Tools site. These range in everything from stress management and time management theories (one of which we link to below) to step-by-step how-tos, proven tips and researched techniques, all of which can be applied to your career as you strive for greater success.

And so that you can find these easily, we've recently added a new "What's New" page to the site so that you can find these quickly and easily.

To find this, click on the “What’s New” link on the Mind Tools home page "Quick Start" box, or go to http://www.mindtools.com/pages/main/newMN_NEW.htm. As you will see, we already have already been posting actively, so happy reading!

But before you dive in, you should know that we have worked diligently this past year to put together a comprehensive list of topics that are sure to pique your interest. The topics covered stem from suggestions from newsletter readers, site visitors and from members of our capable team. So, there truly should be something for everyone every week on this "What's New" page. Why not make a recurring note in your diary to check it out?

What's New - 2 Nov 05
New tools on the Mind Tools site

• 2nd Nov 2005 - Adams' Equity Theory - (see below)
• 28th Oct 2005 - Pickle Jar Theory
         - Make Your Schedule Work. Leave Time for Fun!
• 25th Oct 2005 - Flow Charts
         - Understanding and Communicating How a Process Works
• 21st Oct 2005 - Acrostics - Memory Curiosities

What's New:

Adams' Equity Theory

Balancing Employee Inputs and Outputs
by Kellie Fowler

Why Use the Tool?

Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, tolerance, enthusiasm, etc.) and an employee's outputs (salary, benefits, intangibles such as recognition, etc.). According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented, motivated employees.

The Theory Summarized:

The Adams’ Equity Theory is named for John Stacey Adams, a workplace and behavioral psychologist, who developed this job motivation theory in 1963. Much like many of the more prevalent theories of motivation (theories by Maslow’s Hierarchy of Needs, Herzberg’s Theory, etc.), the Adams’ Equity Theory acknowledges that subtle and variable factors affect an employee’s assessment and perception of their relationship with their work and their employer.

The theory is built-on the belief that employees become de-motivated, both in relation to their job and their employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to respond to this is different ways, including de-motivation (generally to the extent the employee perceives the disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in more extreme cases, perhaps even disruptive.

It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job satisfaction, motivation level, etc., and what can be done to promote higher levels of each.

To do this, consider the balance or imbalance that currently exists between your employee's inputs and outputs, as follows:

Inputs typically include:

• Effort
• Loyalty
• Hard Work
• Commitment
• Skill
• Ability
• Adaptability
• Flexibility
• Tolerance
• Determination
• Enthusiasm
• Trust in superiors
• Support of colleagues
• Personal sacrifice, etc.

Outputs typically include:

• Financial rewards (salary, benefits, perks, etc.)
• Intangibles that typically include:
  • Recognition
  • Reputation
  • Responsibility
  • Sense of Achievement
  • Praise
  • Stimulus
  • Sense of Advancement/Growth
  • Job Security

While obviously many of these points can’t be quantified and perfectly compared, the theory argues that managers should seek to find a fair balance between the inputs that an employee gives, and the outputs received.

And according to the theory, employees should be content where they perceive these to be in balance.

Key points:

Much like the five levels of needs determined by Maslow and the two factors of motivation as classified by Herzberg (intrinsic and extrinsic), the Adams' Equity Theory of motivation states that positive outcomes and high levels of motivation can be expected only when employees perceive their treatment to be fair. An employee's perception of this may include many factors (see outputs above). The idea behind Adams' Equity Theory is to strike a healthy balance here, with outputs on one side of the scale; inputs on the other - both weighing in a way that seems reasonably equal.

If the balance lies too far in favor of the employer, some employees may work to bring balance between inputs and outputs on their own, by asking for more compensation or recognition. Others will be demotivated, and still others will seek alternative employment.

The Mind Tools Store:

• The Mind Tools E-book: All of the articles on the Mind Tools website in one convenient, easily-downloadable, easily-printable PDF file. We have excluded advertising to enhance clarity and have formatted sections to be easy to read, print and use. More >>
  
  
• How to Lead: Discover the Leader Within You: Learn the 48 simple but essential skills you need to become an excellent leader in your corporation. More >>
  
  
• Make Time for Success!: Make Time for Success teaches the 39 essential time management and personal productivity techniques that help you bring your workload under control and maximize your effectiveness, so that you can make the most of the opportunities open to you. More >>
  
  
• Personal Coaching from Career Excellence Professionals: Find career and life direction, bring your job under control, build self-confidence and put yourself on the path to long term success with a Mind Tools coach. Our coaches give you the focused personal coaching you need to make the very most of your career and life. >More >>
  
  
• Stress Management Masterclass: This e-book shows you how to tackle the deep structural problems that cause stress in your working life. It introduces you to relaxation techniques, shows you how to win control of your job and career, cope with politics and manage stress effectively. More >>

Guest Article :
Networking Pays Off
By C.J. Hayden, author of “Get Hired Now!” and “Get Clients Now!”

When Cookie Burkhalter relocated from Colorado to Wilmington, Delaware three years ago, she thought finding a new job would be easy. With first-rate qualifications and more than twenty years of professional experience at Fortune 500 companies, she figured she would land a new position quickly by surfing a few Internet job boards and sending out her résumé.

But Burkhalter, an IT project manager, quickly discovered that it wasn’t going to be so easy. After months of applying for open positions, she did not get called back for a single interview.

When things began to turn around for Burkhalter was when she realized that the missing element in her job search was the human factor. “Even though I grew up in Delaware, I had been living out of state for a long time,” she recalled. “I had almost no local contacts, so I was relying on postings and ads to find out about available jobs. But by the time I saw the ad, so had thousands of other people, and there was always one of them who was just a little more qualified than me.”

So Burkhalter set about rebuilding her personal network. She joined two women’s groups made up of others who shared some of her personal interests and hobbies, and began to meet new people. When she let her new friends know about her job search, all of a sudden, she began to hear about jobs before they were advertised, and interviews started to materialize. When she finally did land a new job, it was the direct result of a referral from a friend.

You may not recognize what Burkhalter did as networking, but that’s exactly what it was. Many people think of networking as circulating around a room exchanging business cards. But a broader view of networking is creating a pool of contacts from which you can draw leads, referrals, ideas, and information for your job search. You can network without ever attending an official networking event.

Texas resident Maria Elena Duron found an executive job as a result of working as a community volunteer. “I was volunteering at the Midlands MexTex Fiesta, and I found myself flipping burgers side-by-side with a board member of the Austin Juvenile Diabetes Research Foundation," Duron remembers. "He asked me if I had ever been involved in fundraising, and when I said I had, he asked for my résumé. He forwarded it to the Foundation with his personal recommendation, and three weeks later I was hired as Executive Director for the West Texas Region."

Your business network can and should contain current and former co-workers, alumni from your school, a wide range of people in your industry, and personal friends. Making time for lunch or coffee with these people can be very productive for your career, whether you are trying to advance on your career path, secure a different position within your company, or find a new career.

If you have been out of touch for a while with people you already know, don’t let that stop you from re-establishing contact. To spread your net even wider, you may need to start making the acquaintance of new people also. Every time you talk to a friend or colleague about your career advancing or changing, ask for suggestions of others in the field that you might speak to, and follow up on their referrals.

Attending organized events may also play a role in your career advancement, since this can be an easy way to expand your network quickly. Here are some popular choices for networking events:

• Chamber of Commerce mixers
• Service clubs such as Rotary and Kiwanis
• Trade and professional association meetings in your industry
• Lectures, workshops, conferences, and fundraisers hosted by educational institutions, community organizations, and affinity groups
• Social, cultural, and sporting events that include receptions or other mix-and-mingle time
• Private gatherings organized for the purpose of meeting new people and schmoozing
• Job clubs

You will have more success at this kind of networking if you go back to the same groups over and over than if you keep going to new groups all the time. Find two or three that seem to have the right mix of people, and keep going back.

If you don't follow up with the people you meet, though, you are wasting your time in meeting them. The truth is that if they have met you only once, they probably don't even remember you, and it's even less likely that they will remember where they put your number.

After meeting someone new, send them a “nice-to-meet-you” note and invite them to attend another event with you or make a date for lunch or coffee. Find out what the two of you have in common, and see if there is an activity you could share.

Building relationships likes this takes time and effort, but relationships are the core of networking. The people in your network should be people you truly enjoy interacting with, because if you’re doing it right, you’ll be spending a lot of time with them.

It can take time for your relationship-building efforts to pay off. You need to put in the effort to get to know people, and trust that you will see results from it.

C.J. Hayden is the author of ”Get Hired Now!” and “Get Clients Now!” Her website address is http://www.gethirednow.com.

A Final Note From James

I hope you’ve enjoyed this newsletter! We’ve worked hard to provide you with information you can choose to catapult your career to new heights of success. If there is something you would like to see us include in future issues, just let us know. And, as always, feel free to pass our newsletters on to colleagues and friends, for everyone can benefit from our reliable “mind tools.”

In the meantime, we also wanted to let everyone know that as this newsletter goes out, we’re coming to the end of the process of “migrating” the Mind Tools site to a more powerful server – this will make the site quicker, and allow us to continue offering good levels of service to the ever-increasing number of people visiting the site.

While we have worked hard to make this migration as invisible as possible, please bear with us if you encounter any problems with the site.

In the next issue, you can look forward to articles on inductive reasoning and reactive decision making, and a review of a fascinating personality test/behavioral assessment.

Best wishes, and until next time!

James & Kellie

James Manktelow & Kellie Fowler

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