efforts and rewards and the rewards that others receive for their efforts. Thus, if one employee believes that his or her efforts are being under-rewarded in comparison to his or her colleagues' efforts, the employee will attempt to restore balance by either securing additional rewards or reducing his or her efforts.

Equity pay can undercompensate or overcompensate, two forms of inequity, and cause "distress" that workers seek. The results suggest that it is not necessarily

or actual return generated by the position. In those rare cases in which market pressure and operational necessity demand that a position be paid more than the return it will generate, impact analysis will keep management apprised of the negative return to prevent its being lost or forgotten.

distressing. Underpaid workers may experience feelings of deprivation and of being cheated, whereas overpayment may produce feelings of guilt and unworthiness. These different expressions of distress may engender quite different strategies for reduction. How workers reduce or avoid feelings of inequity caused by overpayment. Individuals would rather raise their estimations of their own inputs than reduce the valuation of their outcomes; the latter process could be far more costly to the individual. Attitudes that devalue the job and/or its outcomes could eventually lead to job dissatisfaction, which is likely to diminish one's overall well-being. Kirkpatrick emplies that "If employee's are not meeting pay adequacy through pay or other resources, then striving to maintain fair pay is irrelevant." (P158)

An organization

Some common words found in the essay are:
Equity Theory, , Rights Act, equal pay, equity theory, equitable pay, compensation management, compensation management tools, equal pay equitable, pay adequacy pay, pay equitable pay, management tools, adequacy pay, pay adequacy, impact analysis, pay equitable, equity pay,
Approximate Word count = 754
Approximate Pages = 3 (250 words per page double spaced)