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Employers tend to utilize default remuneration styles despite the historical failure of the tried and true solutions that have been used to address conditions in the new organisation (Tropman, 2001:18). It is worth noting that organisations depend on the commitment and motivation of their employees. Overloading them, stressing them, micro-managing them, or letting work spill over into their private lives does not develop the engagement and loyalty organisations need to succeed (Cooper, 2008:18).

According to Tropman (2001:18), repeated attempts are sustained in part by false theories about the employees, which form an integral element in the resistance to change. 

These false theories are explained by Tropman (2001:18) as follows:

•      Misunderstanding of the motivational component of performance

•      Misunderstanding of the importance of Theory Y

•      Misunderstanding of job structures and the order of satisfaction with work and the completion of good work

•      Misunderstanding of job satisfiers and job dissatisfiers

•      Misunderstanding of the motivational structure of the employee

•      Misunderstanding of the cultural conflict between achievement and equality in the workplace

•      Misunderstanding of the motivational hierarchy of needs

For the purpose of this paper, the importance of these theories can be explained as follows: