Social-learning theory

Social-learning theory is an extension of operant conditioning - that is, it assumes behaviour is a function of consequences; it also acknowledges the effects of observational learning and perception.

People respond to the way they perceive and define consequences, not to the objective consequences themselves.

Four processes determine their influence on an individual:
1. attentional processes
2. retention processes
3. motor reproduction processes
4. reinforcement processes

Equity theory/organisational justice
Employees perceive what they get from a job situation (salary levels, pay increases, recognition) in relationship to what they put into it (effort, experience, education, competence) and then compare their outcome-input ratio with that of relevant others.

• if we perceive our ratio to be equal to that of the relevant others with whom we compare ourselves, a state of equity exists; we perceive that our situation is fair and justice prevails.
• When we see the ratio as unequal, we experience equity tension.
• When we see ourselves as under-rewarded, the tension creates anger.
• When we see ourselves as over-rewarded, it creates guilt.

There are four relevant circumstances

1. self-inside - an employee's experiences in a different position inside his or her current organisation
2. self-outside - an employee's experiences in a situation or position outside his or her current organisation
3. other self-inside - another individual or group of individuals inside the employee's organisation
4. other-outside - another individual or group of individuals outside the employee's organisation.