Employees Sharing Their Pay With Colleagues

carefully planned out and considered, the total closure or failure of the organization could be at hand in the near future. In our modern age, employers know that salary is not the only factor that should be considered and that salary alone will not lead to better or more highly profitable workers alone. This is why compensation planning is important and why pay should have some connection between performance and compensation. This is why the human resources department should consider many monetary and non-monetary factors when considering how to properly compensate and motivate employees (Dessler, 2013).

The challenges of an organization can influence the performance of an organization from a satisfaction with pay (Gomez-Mejia, Balkin, & Cardy, 2016, p. 296). The employee salary within an organization is a huge cause for turnover of employees (p. 296). First, the topic of employee salary is of great importance for the current and potential workforce (Lee & Lin, 2014, p. 1577). In addition, employees that have the perception on receiving lower compensation that others within their market will lack in performance and have a desire to leave the organization (p. 1577). In retrospect, the regular evaluation of compensation within the organization is vital to the reduction of employee turnover (p. 1577).

In this country, getting paid to perform your job is understood. It is routine. It is expected. It is right. But how is one employee’s salary regarded in comparison to another employee’s salary? Do these salaries have to be equal? Most would agree that if both employees are performing the same tasks at the same establishment with the same amount of dedication and efficiency, equal pay is deserved. But what about if one employee is male and the other female, then on what grounds are their salaries determined? This answer shows its true colors through the life of one woman working for a well established company where nearly all employees were men, and for her particular position, she was the sole female. Her efforts to overcome pay

A recent survey conducted by Mercer Consulting Firm found that salary is the reward component most profoundly appreciated by employees; however, just 55 percent are happy with what they earn. When employees believe, they are being paid short of what

Government has tackled the issue of pay equity for several decades, through a string of Acts. The issue arose as part of the discussion of civil rights in the 1960s but the conversation continues today. The concept of equal pay for equal work has philosophical roots in the doctrine of equality, where all Americans are considered to be equal under the law and entitled to equal rights. The issue of equal pay became a public policy topic as a means of enforcing this equality doctrine. This paper will discuss not only the doctrine, but the history of equal pay legislation from the Civil Rights Act to the Lilly Ledbetter Fair Pay Act of 2009.

Although workplace equality usually doesn’t dominate the headline, recently debate resurfaced regarding the gender pay gap which has been drawing attention.

Many believe they are living in a country that helps the deprived succeed, but in one specific area the underprivileged are the ones oppressed. Much is unknown about how wages are distributed between coworkers. In the land of the free, one should be able to question their employer and not be at risk of getting fired from their job or reaping retributions from asking questions about pay. When women are forced to think of asking such questions, it denies the equality that women have tried for generations to achieve. At odds with what the United States preaches about “equality” in today’s modern society, men are still receiving higher pay than their women colleagues for the same work produced at the same job place.

These three principle clarifications for money disparity demonstrate the trouble in indicating one reason for imbalance over others. Analysts' accentuation on unraveling reasons for money imbalance is pertinent to comprehension the issue, yet it likewise highlights the many-sided quality of variables that add to work showcase disparity. Salary imbalance has nobody cause. All things considered, any approach arrangements that address disparity must match this subtlety and recognize the different elements that add to

Pay and Rewards – pay and rewards attract, motivate and retain staff. The employment contract which lists rewards, whether it be pay, bonus or benefits, can remove animosity amongst employees and employers. However, recent research reveals that employees are no longer motivated by a financial reward alone, but

Equal pay for equal work has been a rallying cry to fix the inequalities of pay discrimination based off sex since the early 60’s. The Federal Government has stepped in to try and apply some legislative fixes over time starting with the Equal Pay Act of 1963. This brief discussion focuses on why having an equal pay system with pay transparency is much more beneficial than a system which hides and masks the pay of peers across an organization.

The issue of pay equality between genders has always been an important topic. For some reason many people believe that women are still unfairly paid less than men. The common statistic, now popular belief, is that women get paid seventy seven cents for every dollar a man makes. Though this statistic seems real it was no more than a false statistic used to help politicians get votes. The truth is, if the math was done the correct way, then this statistic would be significantly smaller than we originally thought.

However, the thought of someone else knowing their salary is almost an emotional and personal taboo. Some might argue that pay secrecy prevents any disputes or dissatisfaction among employees. But, if an individual still wonders if they’re being compensated fairly, that is not a win for anyone involved--neither the individual nor the other employers. According to Payscale Compensation Best Practices Report, “seeking higher pay elsewhere” is the top reason why that most employees gave for leaving their companies. Moreover, Payscale also conducted a survey that concluded that most employees do not know actually how much they are getting paid relative to the labor market. And if they guess wrong, they are most likely underpaid. Pay secrecy gives the potential to lose hardworking employees not because they are underpaid, but for lack of communication on compensation. So by implementing pay transparency, this will eliminate the expanding issue for wage gaps and the possible underlying factors to it such as: the dual market theory, the Glass Ceiling, the Motherhood Penalty, the Fatherhood Bonus,

Pay is one of the critical issues in the employment relationship because many industrial relations disputes stem from the pay inequality (Grimshaw and Rubery, 2010). In other words, injustice might lead to confrontation between employees and employers; therefore, employees always strive to pursue the wage justice both during periods of economic growth and recession. However, societal stereotypes or individual prejudice might result in unequal treatment between men and women such as gender pay gap (Dean and Liff, 2010). According to Government Equalities Office (2015), a gender pay gap shows the difference between the average earnings of men and women. It often tends to be regarded as the indicator of gender inequality and its causes are numerous and varied.

Employee bonuses are an effective tool to motivate and reward workers. With the nature of many businesses shifting towards teamwork (Heneman and von Hippel 1995, Kerrin and Oliver 2002), uncertainty has emerged concerning the equity and impact of evenly and individually distributed group bonuses. This essay deals with the effects that these bonuses have on employees, considering the advantages and disadvantages of both to ultimately suggest that individually divided rewards, when based on contributions to the group, is the ideal solution.

Pay for performance is to link employees’ salary or salary increase to his or her performance. It seems to be a reasonable or attractive idea but it often does not work well in organizations. Please use at least 4 motivation theories or models to explain why pay for performance may not work as expected—particularly in government and nonprofit organizations.