¶ … compensation and traditional bases for pay.
Mary's Case
Background- Mary is what you could call a perfect employee. She holds the post of a supervisor in a construction company. She has been with the construction company for over 15 years. Mary is one of the few females in the male-dominated company and also the only female supervisor. All her male colleagues joined the company at least five years after her, but got promoted ahead of her. She is the only one among them with an advanced degree. Mary is in love with her job and has no complaints about the treatment she gets. One day, after a long and rough day at work, she decided to go out with some of her colleagues for dinner. While dining with her colleagues, some of her male colleagues got into a discussion about their salaries and other job openings that offer better paychecks. It suddenly dawned on Mary that she has been earning at least $5,000 less than all her male colleagues every year, in the last five years or more. After discussing with a number of her fellow supervisors, she realized that her earnings have been much less, without any tangible reason.
Can She File a Claim- During the time when petitioner Ledbetter was under the employment of the respondent Goodyear, salaried workers at her place of work were either given or denied a pay raise, depending on their performance evaluation. A questionnaire was submitted by Ledbetter to the EEOC-Equal Employment Opportunity Commission in March, 1998 and an official EEOC claim in July, 1998. While appealing, Goodyear contended that the alleged salary discrimination suit was time barred due to all salary decisions made prior to September 26, 1997, about 180 days before the filing of the EEOC questionnaire by Ledbetter- and that no other discriminatory act relating to her salary took place after that date (Ledbetter vs. Goodyear Tire and Rubber Co. 550 U.S. 618 (2007)).
The 11th Circuit reversed, owning to the fact that the Title VII pay discrimination suit couldn't depend on the alleged discrimination cases that took place prior to the last pay decision that influenced the worker's pay during the EEOC claim period, and drawing the conclusion that there was no sufficient evidence to show that Goodyear acted with a discriminatory intention in making the only two salary decisions within that period, denying raises between 1997-1998. Any individual that wishes to bring a Title VII lawsuit forward must begin by filing an EEOC claim within, in this case, 180 days after the occurrence of the alleged illegal employment practice. President Obama had, on January 29, 2009, signed into law, The Lilly Ledbetter Fair Play Act of 2009. The Act brought back the pre-Ledbetter stand of the EEOC that every paycheck that pays discriminatory salary is a wrong action under the national EEO statutes, irrespective of when the discrimination started. As pointed out in this Act, it identifies the reality of wage discrimination and brings back the bedrock principle of the American Law. Under this Act, any worker subjected to salary discrimination under Title VII of the 1964 Civil Rights Acts, the 1967 Employment Act and Age Discrimination, or the 1990 Disabilities Act, has 180 days (or 300) days of one of the following to file a claim (Notice Concerning the Lilly Ledbetter Fair Pay Act of 2009, n.d):
When discriminatory reward decisions or any other such discriminatory practice affecting reward is adopted
When the person affected is subjected to a discriminatory reward decision or any other such discriminatory practice that affects compensation.
When the affected person's reward is influenced by applying a discriminatory reward decision or other such discriminatory practice, which includes each time the person gets compensated based on the whole or part of such reward decision or other such practice.
Taking all these into consideration, Mary can come forward with a claim for gender discrimination, as a result of the passing of both acts, as seen in this case (Writer Thoughts, n.d). Nevertheless, if the acts were not passed, she would have a tougher time presenting her case. To a certain extent, the statute of limitations does apply here.
Seniority Pay System Compared to Merit Pay System
Seniority-based pay systems are pay systems in which the main basis for increase in pay is the worker's tenure. It should be observed that seniority-based pay systems can consider performance, while tenure remains the main factor. Some of the advantages of seniority-based pay systems are loyalty, retention and the stability of all workers, irrespective of their level of performances. Performance-based pay systems focus on performance as the main basis for increase in pay (Seniority vs. Performance-Based Pay Systems, n.d). Just like in seniority-based pay systems, several other factors, such as tenure, can be accounted for in a performance-based...
Human Resources -- Skill-Based Pay…Has it Caught on? The skill-based pay structure sharply differs from the traditional job-based pay structure. Compensating an employee according to skill set, skill-based pay focuses on developing multi-skilled employees with an eye toward greater flexibility and productivity. Presenting both benefits and drawbacks, skill-based pay has developed to become one of the dominant compensation systems. Compare and contrast a skill-based pay structure with a traditional job-based pay structure. A
Skills-Based Pay Lawler and Ledford (1987) argued twenty-six years ago that skill-based pay was going to become an increasingly popular concept in compensation management. Ledford and Heneman (2011) define skill-based pay as "a compensation system that rewards employees with additional pay in exchange for formal certification of the employee's mastery of skills, knowledge and/or competencies." The authors juxtapose this against a "job-based pay system," defined as a system where employees are
Walgreens -- Compensation Analysis Pay System and Benefits Package Overview Walgreens has seen many changes in its industry and specific niche over the last decade. The rise of prescriptions by mail, ecommerce giants such as Amazon and EBay, the passage of the Affordable Care Act (ACA), and one of the worst economies since the Great Depression to name a few (Wagner & Orvis, 2013). With this backdrop the company had an ambitious
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Compensation Management Explain the job characteristics theory. How does it tie in with intrinsic compensation? Job characteristics theory was first introduced by Hackman and Oldham. Later on the basis of this theory, a job characteristic model was proposed which is also known as JCM. The theory focuses on five job attributes which helps in motivating the employees and make them feel satisfied at their job. The five job characteristics are as follows: Task
Pay for performance is becoming commonplace in the business world. Pay raises and bonuses are often based on how well one performs on the job or on achieving specific results. However, this is not the case in education. Pay levels are typically based on years of experience and levels of education rather than on teacher effectiveness. As concerns about the quality of the nation's educational systems frequently appear in the
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