“If we’re asking people to do more, we must give more back — in tools, flexibility, or appreciation.”
At the heart of every thriving organisation lies a simple truth: people stay where they feel valued.
But right now, across industries — that balance is tipping. WorkBuzz’s recent engagement research and masterclass insights reveal that many employees feel they’re being asked to do more with less: smaller teams, ageing equipment, and higher expectations, but no corresponding investment in support, recognition, or wellbeing.
This imbalance isn’t just about pay — it’s about equity.
What Is Equity Theory (and Why It Matters More Than Ever)
Equity theory, first proposed by psychologist John Stacey Adams, suggests that people weigh what they put into their work (effort, skill, time, loyalty) against what they get out of it (pay, recognition, growth, working conditions).
When the equation feels unfair, motivation — and ultimately engagement — plummets.
In WorkBuzz’s employee data, this concept plays out clearly:
“When employees have the tools, systems, and environment they need, motivation scores jump from 41% to 92% positive.”
But when those enablers are missing, wellbeing drops, frustration builds, and turnover risk rises.
That’s equity theory in real life — not in textbooks, but on factory floors, in canteens, and on production lines.
When “More for Less” Becomes a Breaking Point
Many employees now cite wellbeing as a top five reason for leaving their jobs.
Not because they don’t care — but because they’ve reached a breaking point. The message is clear: you can’t keep adding workload without adding enablement.
As John Backhouse, Head of People Science at WorkBuzz, put it during the webinar:
“We’re paying people for their time, knowledge, and skills — but are we paying them to own their wellbeing?”
It’s a question worth sitting with. When people are pushed beyond their capacity, even the most loyal teams start to disengage. Over time, those unaddressed “small things” — a broken toilet lock, an unreliable system, a cold breakroom — start to symbolise a deeper cultural problem: we’re not listening.
Restoring the Balance
The good news? Fairness doesn’t always require big budgets or bold restructures.
It starts with visible action — proof that leaders are listening and investing, even in small, everyday ways.
Here are three ways to restore the balance:
1️⃣ Fix What’s Broken — Literally
Employees remember tangible actions.
If they call out broken facilities or outdated tools and see them fixed, it rebuilds trust fast. These “quick wins” show that leadership listens — a powerful signal in cultures where engagement has stalled.
2️⃣ Recognise the Give and Take
If people are asked to do more, acknowledge it — publicly and personally. Recognition costs little but has measurable ROI in retention and motivation. As one food manufacturing client discovered, a better canteen led to lower attrition, higher engagement, and even improved safety metrics.
3️⃣ Invest in Enablers, Not Extras
Sometimes the most strategic engagement move isn’t another initiative — it’s making work easier.
Modern systems, fair workloads, and clear communication all tell employees, “We value your time and energy.”
4️⃣ Create Space for Real Feedback
People feel valued when they’re given a voice — and even more so when that voice leads to action.
Regular pulse surveys, listening groups, and manager check-ins help surface issues before they become retention risks. When employees see their feedback shaping decisions, it strengthens trust, ownership, and the sense that “my experience matters here.”
5️⃣ Close the Loop — Tell People What’s Changed
Taking action is powerful — but communicating it is what transforms action into trust.
When leaders say, “You told us X, so we’ve done Y,” it shows employees their feedback didn’t disappear into a void. Even small updates build credibility, reinforce future participation, and signal that listening is part of how the organisation operates — not a one-off exercise.
The Real ROI of Fairness
Leadership often asks, “How do we prove this matters?”
The answer is data. In organisations where employees feel fairly treated and enabled:
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Engagement is higher across every metric.
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Pride and motivation surge.
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Turnover costs shrink dramatically.
And perhaps most importantly, people recommend the company to others — a priceless advocacy effect that money can’t buy.
In Summary
Equity isn’t about making everyone equal — it’s about making sure the give and take feels fair.
When employees believe their effort is met with appreciation, tools, and trust, they give back in ways no survey can fully capture.
As one WorkBuzz client put it after fixing the “small stuff”:
“We didn’t change our culture overnight — we just showed people that we cared. That was enough to turn everything around.”
Fairness might just be the most powerful engagement strategy you’re not yet measuring.
Ready to rebalance the equation?
Discover how WorkBuzz helps organisations turn listening into action — and fairness into engagement.
👉 Book a call with a WorkBuzz expert using the form below.👇
