Compensation 11th Edition by George Milkovich,Jerry Newman,Barry Gerhart

Exercise 5

Deb Allen's life-altering discovery at work really "communicated" her company's pay practices. Swamped with work at an asset-management firm, she went into the office over the weekend and found a document abandoned on the copy machine. The document contained the base compensation, raises, performance ratings, and bonus information for 80 of her colleagues.
Ms. Allen was outraged that a noted screw-up was making $65,000 a year more than more competent colleagues, while some new hires were earning almost $200,000 more than their counterparts with more experience. The discovery led her to question why she was working weekends for less pay than others were getting. "I just couldn't stand the inequity of it," she says. Three months later she quit.
But Ms. Allen couldn't bring herself to share the information with her colleagues. "I would have been better off not knowing any of that," she explains. "I couldn't give it to people who were still working there because it would make them depressed, like it made me depressed."
Put yourself in the place of the compensation director at Ms. Allen's company. Based on the pay model and what you now know about compensation, are there any possible businessand work-related explanations for what Ms. Allen observed (i.e., the screw-up getting $65,000 more; new hires earning $200,000 more than more-experienced employees; and Ms. Allen making less pay than others)