The changing demands of performance on employees in high- velocity companies, perceptions of equity in its three forms may become confused, as job roles and job interdependence become more varied and flexible. Since employees would expect that as their job changes, so will their compensations, designing compensation systems in high-velocity environments presents a major challenge to organisations. In high-velocity environments, a premium is placed on individuals who are able to operate in ambiguous circumstances and who are able to take advantage of loose job descriptions provided by their employers (Bratton and Gold, 2003). Organisations in high-velocity environments such as in the international marketplace are willing to pay proportionally higher salaries to individuals who have such skills. It is expected therefore, that emphasis on individually equitable compensations as a means of recruiting and retaining highly capable employees would be required (Beardwell, Holden and Claydon, 2004).
Employee Compensation can be one of the greatest foundations of control available to a company in its quest