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While there are many famous and well constructed theories to identify what needs employees expect from their work, there are comparably fewer researches done on the field about how such satisfaction of needs is delivered in term of fairness, and research on this issue is of significant importance because feelings of unfairness as feeling of unfairness had been reported as the most frequently reported source of job dissatisfaction in the original Herzberg research (Miner 2007, p94). And one representative of such theories that deals with this issue is the equity theory developed by Adams (1965) holding the view of point that individuals look at their world in term of comparative inputs and outcomes and people will compare their inputs and outcomes with others (Landy & Conte 2010, p375). In this theory, people are all calculators and they will calculate a ratio by comparing their input and outcomes, the input could take the form of time, skills and efforts and so one, outcomes include salary, appraisal, benefits, etc (Pride, Hughes & Kapoor 2010). At the same time people also calculates what they perceives as the outcome/input ratio for other people and this ratio could be right or wrong. If these two ratios are almost the same, then employees will feel that they are receiving equal treatment. And under such circumstances, employees are not motivated to change the status because there is no unfairness. But if a person’s ratio is lower than the other ratio, he or she will feel being treated unfairly and will be motivated to perform changes. And the possible changes include: this person may demand an increase in pay and benefits to increase the outcome and keep the input unchanged; this employee might still not demand for an increase in the salary or the demand is declined, the employee will lower the his or her efforts in term of various inputs to make the ratio closed to the other ratios.