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It is this issue of fairness that moves people so much. If employees think they are getting a rough deal, they will not react well. there is one experiment, Directed by primatologists Sarah Brosnan and Frans de Waal of Emory University. Two capuchin monkeys are performing the same task, for the same reward: a piece of cucumber. But after a while, a monkey is given a tastier grape. The other monkey notices and approaches him, but when another piece of cucumber passes by, he goes crazy, pulls the cucumber out of the cage and refuses to continue its work.
The same kind happens when a child is given half a cookie after seeing the siblings receive a whole cookie. And no matter how old we are, we can’t stop firing our brains when we feel we have suffered an injustice. But instead of throwing out an anger, we retaliate in other ways.
At work, that can mean quitting. De Vesine isn’t the only one who has done that. “Google continues to confirm that wear and tear is normal, and I think the numbers can tell both stories,” he says. “But it seems to be higher than usual and more aimed at the elderly than what I saw before, and I saw a continuation of that.”
Even if people don’t give up, they can rebel in many ways. “If you feel that your employer is treating you badly, it’s just human nature not to work so hard,” says Brian Kropp, head of HR research at Gartner Consulting. There is a change in thinking, he explained, if people think they are not being paid just enough for their contributions, then why should they help more, or even more? “Maybe even worse than leaving,” he says, “they left him in his place.”
A study Researchers at Columbia University found that workers reduced their labor output by 52 percent when they learned that their co-workers were being paid more. In addition, there were 13.5 percentage points fewer (compared to the 94 percent attendance base). So even if employees take hard pay cuts, they are likely to respond by working half of them.
The worst part of the impact is arguably what it says about the companies that implement these pay cuts. Kendra, a technical writer at Google’s Seattle campus, has seen firsthand how employees ’attitudes toward the company have changed. “I’ve talked to a lot of people who have just left the company because they don’t see an opportunity to grow in our organization,” he says.
Kendra has decided to return to the office rather than take a pay cut that is equivalent to losing the last salary increase she has had for years. “But I also have a director who is very flexible,” he says. His manager has already told him that he should not enter the office three days a week. But what if it wasn’t that opportunity? “I think it would put a deadline on my involvement,” he says. He would just leave in a year.
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