Structure work situations so that workers can satisfy their needs by performing behaviours that enable the organisation to achieve its goals. In equity theory the source of motivation is the drive to reduce feelings of tension caused by perceived inequity. Empirical support for equity theory is mixed. There is good support for the idea of underpayment inequity and weak support for overpayment equity. It is important to note that most of the research in this area has concentrated around equity in payment.
Equity theory has limited application in workplaces.
Although social comparisons are clearly made by individuals, feelings of inequity can be reduced through measures other than increased motivation. In fact, it can sometimes result in exactly the opposite. Distribute outcomes to workers based on their inputs to their jobs and the organisation. Because underpayment inequity and overpayment inequity can have negative organisational consequences, strive to maintain equity for maximum motivation. Because it is the perception of equity or inequity that drives motivation, frequently monitor and assess workers' perceptions about relevant outcomes and inputs and about their perceptions of their own standing on these outcomes and inputs.