The gender gap continues to be an issue in job opportunities and workers’ compensation in the labor market. High levels of gender discrimination still go unaddressed when women do the same tasks as men. Most organizations even compensate men with higher wages than women when it comes to the functions that have been undertaken by both genders. Gender bias continues to be an issue in the global workforce as it has enhanced a reduction in women’s lifetime earnings and has also affected their pension. Women who work on a full-time basis earn less as compared to their male colleagues. Workplace gender discrimination is the primary cause of the bias that exists between men and women when it comes to compensation. Women’s’ competence skills have continued to be undermined, which has led to women getting less compensation than men for equal tasks. Discrimination against women has been experienced when it comes to promotions in the workplace (Bertrand & Hallock, 2001) . Women’s skills are still undervalued as they are perceived to be less competent even when they have equal academic qualifications with their male counterparts. Most organizations question female employees’ commitment, which has led to low promotion rates among female workers. Most organizations offer men higher work remuneration than women because male workers are believed to be more competent than women. Even after the Government enacted the Equal pay Act into law, many organizations still discriminate against their employees regarding salaries. Such practices are, however, becoming less common as individuals embrace diversity in the working environment.
The legal provisions for the gender equality gap in employment advocate equal pay among male and female employees under the equal pay Act. It requires employers to enumerate male and female employees for equal work done equally. The equal pay Act covers employee’s salaries and when it comes to overtime pay, bonuses, and other benefits. The equal pay Act did not, however, totally close the pay gap that exists in employment. The Act has many loopholes that reduce its effectiveness, and the female employees continue to be exploited by their employers.
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Additionally, the Act allows for men to be paid higher wages than women depending on their productivity levels and seniority within the organization. Setting ethical norms in corporate behavior could be a proper step to eliminate the gender pay gap in employment. Organizational leaders should Equal pay should be addressed by employers as a legal and ethical requirement. Equality is about fairness, and this would require employers to treat all employees equally and pay the workers equally without discrimination.
There are a variety of factors that HR should consider when planning compensation and pay during the recruitment process. There should be a specific pay list for each position in the organization. Additionally, the pay should depend on an individual’s qualifications and the jobs they are qualified for. Individuals who work in the same department should be compensated equally regardless of gender (Shin, 2012). The payment plan should be according to the classification and the categories of the applied job. Individuals should be compensated according to their expertise and not according to gender. Considering employees’ academic qualifications would provide a fair platform for HR to determine who gets paid more or who gets a lower pay. This strategy would ensure that employees are paid according to their skills and that there are loopholes for discriminator pay for the newly recruited workers.
References
Bertrand, M., & Hallock, K. F. (2001). The gender gap in top corporate jobs. ILR Review , 55 (1), 3-21.
Shin, T. (2012). The gender gap in executive compensation: The role of female directors and chief executive officers. The ANNALS of the American Academy of Political and Social Science , 639 (1), 258-278.
