Part 1
The author will put me in Generation X, or what is called millennial generation, being born between the year 1965 and 1979. However, I identify more with Generation Y than Generation X. As a Generation X, I prefer mentorship, accommodative culture, and continuous feedback other than cash. I am also cognizant of delivering the best and quality as I have a sense of responsibility. I appreciate the feedback a lot so that the employer and management can tell what they feel about my contributions. Even though Generation X loves public recognition, I personally appreciate social networks as a framework for continued learning (Gurchiek, 2016). The only thing that fits me perfectly is the fact that I prefer flexible schedules and love things approached in an informal manner. I recognize that the world is persistently dynamic and I have to update my skills and knowledge about issues.
The way to structure a compensation and benefits plan that will motivate all employees is to incorporate both monetary as well as nonmonetary frameworks. Both monetary and non-monetary systems that allow for increased performance possess a positive influence on the strategic execution of the team’s goals. The employees will feel incorporated as a section of the team if they have their needs fulfilled. Besides, the monthly salary should provide every employee equitable chances of promotion and many motivational endeavors (Gurchiek, 2016). The long-term goals would be to ensure intrinsic motivation among the employees, as a sure compensation and benefits plan. Such intrinsic motivators include individual satisfaction in the tasks given and engaging in stimulating projects to offer the best impact on output (Auspurg, Hinz, & Sauer, 2017). The management could also reward the employees by way of making them believe in themselves as well as their talents so that they are motivated to consider more strategic chances of attaining team goals.
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Part B
Based on personal choices, gender pay-gap exists. The aspect that men take fewer unpaid hours off and they use most of their time to cover overtime hours compared to women bring about the gender pay gap difference. That is, a few women consider working during overtime hours for more wages (Miller, 2018). These disparities between the pay gap between men and women do not allude to the fact that both genders undergo varied choice sets in their job. Instead, women increasingly seek for workplace flexibility and they may not want restricting opportunities for an increased pay (Auspurg et al., 2017). Gender pay-gap is not dependent on personal choices. Personal choices are also a factor that affects work situations or occasions. Dependent on the aspect of seniority, men and women undergo similar choice sets of time schedules, directions, vacation times, overtime hours and many other amenities. Men that consider unpaid hours amount to less than 50 percent, while 83 percent of men consider overtime hours for pay (Miller, 2018). To some extent, gender pay-gap is still prevalent considering the similar choice sets that men and women have to make in the workplace. Both men and women respond equitably to vacation times and other amenities. Therefore, it is easier for men to engage in overtime working hours than women are. Such gender disparities are coherent with women taking up more of household duties and attending to their families than men. This gives them less time to be available for work in the process.
Fifteen percent is not a reasonable cost to compensate for these kinds of work situations. Men have to sacrifice a lot as much as women to take these inconveniencing work assignments. The men also have to reserve time for their families and some endeavors other than the work. Even for the women who miss out of these opportunities, they are not ready to take them up because the work situations are considered less desirable (Miller, 2018; Auspurg et al., 2017). Thus, the men deserve more favorable premium of above 15 percent to reward such kind of sacrifice since they are ready to pick up those chances.
It is necessary to measure not only the pay but also all facets of compensation concerning a possible gender total compensation gap because that would be the best thing to do. Gender total compensation gap in the workplace may be attained by incorporating various facets. Employees of all positions and genders should demonstrate respect and be aware of each other as regards to limitations and communication (Miller, 2018). For instance, women may be provided with flexible opportunities where they can get the best remuneration. The gender pay gap can also be countered by having correct employer practices (Auspurg et al., 2017). A workplace should promote equality and fair pay by exploring all facets of compensation that finds a balance that encourages a higher level of morale for all employees. The disadvantage is that it may be quite a challenge to establish a common ground in terms of exploring the facets of compensation that will be fulfilling all the demands of both men and women. However, the focus should be to implement programs that balance the gender pay gap because with better compensation there will be more productivity in the organization and end up with employees that are gladder. Another limitation is that the gender pay gap that considers all facets of compensation is subject to discrimination and managerial discretion. Women could be having a reduced probability of promotion compared to men because of the low commitment that they show to their day-to-day duties. The managerial discretion is limited in terms of suggesting the right pay and offering them promotional opportunities.
References
Auspurg, K., Hinz, T., & Sauer, C. (2017). Why should women get less? Evidence on the gender pay gap from multifactorial survey experiments. American Sociological Review , 82 (1), 179-210.
Gurchiek, K. (2016). What Motivates Your Workers? It Depends on Their Generation. SHRM.
Miller, S. (2018). Family Obligations Widen Gender-Pay Gap, Research Suggests. SHRM.
