The 4 Respect Languages: Higher salaries do not equal more respect
Part 4 of the series “Respecting Employees Goes Beyond Politeness” addresses Distributive Respect — Compensating and Rewarding Fairly
Authors: Gerald Finch, Fernanda Cevallos, and Maria Elena Monar
Introduction. When discussing respecting employees, it’s not just about being courteous and polite. While courtesy and politeness are important, there are more impactful forms of respect. Respect goes much deeper than being courteous and polite, and understanding how to communicate respect is crucial in building a positive and engaged workforce. The previous three articles in this series addressed more potent kinds of respect: Informational, Procedural, and Interpersonal.
Distributive Respect. Welcome to Part 4 of our series on “The 4 Respect Languages,” where we delve into the significance of Distributive Respect and provide tips for managers on demonstrating Distributive Respect to their employees.
Most companies that we interviewed that value respect used a variety of rewards much more than compensation alone to earn the respect of their employees. They understand that compensation alone is not a producer of respect, but instead mainly a significant cause of disrespect. In other words, these companies realize that if they do not pay a fair salary, employees tend to feel disrespected, but if they pay a high salary, employees do not necessarily feel more respected. This anomaly could be explained by the air metaphor mentioned in Crucial Conversations: Tools for Talking When Stakes are High. The authors asserted that “Respect is like air. As long as it’s present, nobody thinks about it. But if you take it away, it’s all that people can think about”.
However, it is essential to note that in addition to unfair compensation, poorly managed reward systems — which do not accurately measure and reflect good performance — can also cause feelings of disrespect.
Traditionally, achieving compensation fairness means (1) equal pay for equal work and (2) fair compensation compared to other organizations in the region. However, our research shows that achieving Distributive Respect can present other challenges that should be addressed when addressing fair rewards and compensation. Here are some other actions that our research found worth considering:
1. Complying with Government regulations and policies: This compliance is the foundation for Distributive Respect, and essential for other languages of respect that we have addressed in the first three articles in our series. Without this foundation, it is exceedingly difficult to communicate respect in the other respect languages. One company we interviewed believes this is so important that they focus on satisfying all governmental requirements immediately upon hiring a new employee.
2. Non-monetary rewards: All the companies we worked with that value respect used non-monetary rewards instead of compensation alone to promote employee perceptions of respect. Non-monetary rewards — such as recognition, respect, opportunities for growth and development, and a sense of belonging — play a crucial role in achieving Distributive Respect. We also refer to this as an Emotional Salary, acknowledging the importance of respect, job security, appreciation, autonomy, work-life integration, and opportunities for learning and advancement.
3. Emphasis on collaboration: Those organizations that value teamwork and collaboration consider the contributions of individuals to the collective efforts of the group. This involves evaluating and offering feedback on how each person’s skills, experience, and performance contribute to the overall success of the team or organization.
4. Equity versus equality: While equality aims to treat everyone equally, Distributive Respect focuses on compensation and reward fairness. This fairness involves factors other than merit, such as seniority, experience, and specific responsibilities performed within the organization.
Conclusion
Our research and experience in Latin America show that achieving Distributive Respect requires a nuanced approach that balances individual and collective needs. It involves considering contributions, collaborating on decisions, fostering fairness, and aligning compensation and reward practices with cultural norms and expectations.
What is The Four Respect Languages ®?
The Four Respect Languages ® is created to promote respect through managerial training, publications, and research. It aims to show how The 4 Respect Languages can increase respect and employee engagement by emphasizing the four ways (IPIC) employees perceive respect:
1. Informational Respect: This language has the most positive impact on employees. Managers demonstrate respect in this language by providing adequate, timely, and truthful information and explanations.
2. Procedural Respect: Employees perceive decision-making as fair and transparent. This includes employee-related procedures and policies.
3. Interpersonal Respect: This language pertains to treating employees with politeness and dignity.
4. Distributive Respect: This respect relates to the fairness of employees’ outcomes, including compensation and rewards.
Contacts: Gerald L. Finch (gfinch@usfq.edu.ec), Fernanda Cevallos (fernanda.cevallos@experience7.com), and Maria Elena Monar (maria.monar93@gmail.com)
