Equity Theory Constructs in a Romanian Cultural Context

This study explores how Romanian employees understand and describe equity theory constructs. We conducted 87 interviews to identify employee perceptions in relation to: (a) contribution that is worth rewarding, (b) expected rewards in return for contribution, (c) referent person selected for comparison in order to evaluate the fairness of employee–employer exchange, and (d) the dominant strategy to reduce inequity. Results show that Romanian employees expect to be rewarded first for their personal features and second for their work behavior. The nonfinancial rewards, mainly appreciation and recognition, have similar importance as financial reward. When they evaluate the exchange with the organization, Romanian employees choose not to compare with others or to compare with their own performance standards. The preferred strategy to reduce inequity is to cognitively distort inputs and outcomes, by lowering the value of work effort and maximizing the occupational status. Implications for human resource development practice and future research are considered.