Response
According to the complaint received from Jane, a senior sales manager with 15-years’ experience regarding lower salary compared to the colleague Joe, who is also a senior manager with 10-years’ experience, it is evident that the disparity needs to be justified. First, in line with the Equal Pay Act (2010), both men and women should be compensated equally for the same or equal work. Additionally, the jobs must be substantially equal to enact equal pay. EPA provides a clear guideline on what encompasses equal pay, which has been defined as job content ( Polachek, 2014 ). The complaint received shows that Joe and Jane have the same job title. Jane is comfortable in working with a small company market and with large Multi-national Corporation. On the other hand, Joe works exclusively with big Multinational Corporation. From the job descriptions, each employee needs to be paid equal salary considering the amount of work. However, it is noted that Joe is much higher regarding academic qualification.
This organization is predicated on equality. Compliance with equality and anti-discrimination laws is an ethical move that has projected the organization its current position ( Hollenbeck, Noe, & Gerhart, 2018 ). However, it must be understood that the workplace is ever changing due to the nature of the products that are offered to the clients. As such, the company is focusing on hiring people with advanced field and academic experience to assist the company in strategy making. Consider, the case of Joe and Jane, as much as the two employees have worked for the organization for over a decade; Joe has a competitive edge over Jane, the reason for the promotion. Therefore, in any case, the company will compensate people with higher academic qualifications slightly higher than those with lower educational qualifications regardless of the gender ( Acharya, Baghai, & Subramanian, 2013 ). Raising gender matters in these issues should be supported by substantial and concrete evidence ( Oelz, Olney, & Tomei, 2013) .
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Universal Equal Pay Policy
Introduction
As the organization is expanding its operation in different markets, critical employment issues may arise. The company is conscious of its reputation and employees satisfaction. The diverse employees who have dedicated their time and experience to further organizational goals and objectives support the operations of the organization. However, as a large organization, employees may raise the issue with the payment system especially regarding equality in pay. This organization is committed to compensating all employees fairly for the services rendered. This equal pay policy incorporates the statement documents and procedures concerning equality in the context of this organization.
Purpose and Scope
This equal pay policy applies to all the employees of this organization, employment status notwithstanding. The policy underscores the commitment of the organization in promoting and sustaining equal pay.
Ultimately, the organization Labor Law Compliance Department has the sole responsibility of ensuring that all employees within its jurisdiction are treated justly and fairly. The Director of Human Resource Department is assigned the duty of ensuring that the policy is successfully implemented. The HR director will report to the Labor law Compliance department on the progress, milestones, and impediments to the implementation of the policy. It is mandatory for all the employees involved in the hiring of new workers or promotions to use principles of this policy as a framework for reviewing the salaries and benefits.
The organization is an equal opportunity employer with a robust diversity program. The company is striving to harmonize the pay for all employees to curtail any dispute that may arise now or in future. As such, all employees regardless of ethnicities, gender, religion, and sexual orientation are equal in this organization. It should be noted that any form of bias is unacceptable in this organization.
For the purposes of this document, pay comprises of salaries, wages, and any benefits, whether in cash or kind, which workers receive implicitly or explicitly from the organization by virtue of their employment ( Lovenduski, 2010 ).
Operating Standards
To show commitment to the successful implementation of the equal pay policy, the organization will:
Review the equal pay after every two years, which will also include periodic assessment of existing pay procedures to ascertain their efficacy in enhancing the goals and objectives of the organization. The reviews will be guided by legal provision implemented by the relevant authorities including external labor organizations. In reviewing equal pay, the taskforce tasked with the duty will consult and partner with staff representatives and trade unions
Monitor organization practices, policies, and procedures to ensure that they are consistent with equal pay policy, any inconsistency, and inequality will be addressed promptly.
Monitor all the statistics regarding payment and other related information. The empirical evidence together with the grievances from the employees will be used in settling pay disputes.
Respond to all issues and complaints raised by employees regarding equal pay a priority. The grievances can be received directly from the complainant or through trade unions and staff representatives.
Train all the staff who are involved in selection, promotion, and grading of employees to ensure that they make mindful decisions when determining how much to pay each employee.
References
Acharya, V. V., Baghai, R. P., & Subramanian, K. V. (2013). Labor laws and innovation. The Journal of Law and Economics , 56 (4), 997-1037.
Hollenbeck, J. R., Noe, R. A., & Gerhart, B. A. (2018). Human resource management: Gaining a competitive advantage . McGraw-Hill Education.
Lovenduski, J. (2010). The dynamics of gender and party. Women, Gender, and Politics: A reader .
Oelz, M., Olney, S., & Tomei, M. (2013). Equal pay: An introductory guide .
Polachek, S. W. (2014). Equal pay legislation and the gender wage gap. IZA World of Labor .
