A1. Bill Bailey is currently serving as the Chairman of the Board for the Utah Opera. He is part of the committee that originally discussed the merger. He expressed concerns about the different business models of the two different companies. The Opera hires people as needed and can adjust projects and staffing as needed. The symphony is a 52 week orchestra without that flexibility. He is also concerned the Opera could lose its identity. He should utilize Adam’s Equity Theory of Motivation. This theory is a “model of motivation that explains how people strive for fairness and justice in social exchanges or give-and-take relationships. “ (Kreitner, 2009) This explains individual’s motivations through feelings of inequity of lack of justice. The employees put in their best efforts, education, skills etc. and anticipate an equitable exchange for this input. Bill can share his concerns about the Opera losing its identity. He can address the Opera’s employees as wanting to have their contributed work being individually recognized aside from the symphony. They also have a very different budget. The Opera needs to be able to allocate resources where useful and as business needs dictate. This could create more and better jobs for the employees. If the symphony gets involved with their salaried employees, less money could be available for the Opera and its projects. This also appeals to the employee’s concerns with being treated fairly. This can then create a negative output. This means “comparison in which another person receives greater outcomes for similar inputs. The Symphony would enjoy the benefits of positive output which is “comparison in which another person receives lesser outcomes for similar inputs.” When Bill brings the merger to the two companies he will address the potential for unfairness and show how working together as one organization will benefit both