Introduction
According to the state’s Fair Pay Act, which aspires to bridge the salary gap between men and women, companies will have to be able to establish they pay both the men and women uniformly for significantly comparable work. The rules have urged businesses to reexamine the way they pay and categorize the personnel. Pay transparency is a basic human right. The section 11 of the Canadian Human Rights Act affirms that it is a biased practice for a business owner to establish or uphold dissimilarities in salaries between male and female workers employed in the identical organization who are carrying out the work of equivalent value (Barker & Pearce, 1990).
The law simplifies the process for workers to challenge the transparency of their wage and also pushes employers to resolve pay concerns before the grievances creep up. Those who breach the regulation could be on the hook for back salaries and interest, in addition to an equivalent amount in added damages. This essay presents my personal viewpoint on the Fair Pay Act(Brody & Grodan, 2010).
My personal opinion on the Fair pay Act is as follows. The national wage fairness legislation requires that both men and women within the same organization be paid the same amount for work of identical value. The principles state that the workers of an institution include, despite any combined accord applicable to any employee of the organization, all workers of the employer conditional on a widespread personnel and salary rule, whether or not such rule is managed centrally. Equal compensation should be paid in the identical form. For instance, a business owner cannot pay a privileged hourly pay to a male worker and then try to match the difference by occasionally paying an additional benefit to a female worker (Keyton et al., 2013).
Differences in the salaries between men and women carrying out work of identical value within the same organization are allowed if they are due to one of the rational causes set out in the guidelines: disparities in the performance ratings; seniority level; red-circling for re-assessment, re-categorization, declining of a position or downgrading; rehabilitation or provisional training tasks; domestic labor scarcities; and local wage rates(Giapponi & McEvoy, 2005).
Disclosure of Salaries
The majority of people applying for jobs will constantly be thrilled to view a wage pegged onto a job, so unavoidably, additional applications will be received. Whether or not those applications are from competent candidates is another query. The publishing of salary information in a job advertisement is a big motivator and draws the attention of the potential candidates (Remland, 1981).
I am of the opinion that any organizational hiring should only advertise compensation if they are certain they have incentive and wage policies that complement the wage information they are making public, and can protect these wages both inside amongst the current workers in addition to outside with potential workers. The unambiguous growth and development in the individual payment, in addition to fairness and equality, play a vital role when publishing the wage and incentive information(Marques, 2010).
The Favorable Impact of Pay Transparency on the Work and Life Outcomes
The transparency is in the eye of the beholder, and the wage transparency is no exception. The apparent equality of a worker’s salary is dependent upon the objective parts (for e.g., the degree to which the wage rate is rationally tied to the outside market) and the subjective parts (for e.g., a worker’s emotional reply to the indirect value statement made by the salary). Irrespective of whether a worker’s insight is rooted in the objective or subjective procedures, the opinion of wage justice is just as significant as the actuality of it. The workers need to sense the hard work they put into their job goes with what they retrieve from it — and the salary is an essential part of this assessment. It is identified that compensation is important to the workers. A research reported that twenty-five percent of the workers say that just compensation is the single most significant thing they need from their company. The significance of the wage equality to the employees can also be seen by its association with a number of significant work and life consequences, including the employee involvement, job performance and satisfaction, the level of organizational commitment, turnover plans, work anxiety, psychological and bodily health, and life fulfillment(Nadasen, 2012).
But the equal wage is not significant to just the workers; paying them justly is also in an organization’s best interest. There is a noteworthy body of research signifying that the companies with a more involved workforce surpass their peers on numerous organizational performance metrics. Knowing how much the colleagues earn and what qualifies the workers for a pay increment is inspiring. More significantly, the clearness gives workers the essential instruments they require to advocate for themselves, an eye-catching inducement for a worker to remain with the organization (Wickhorst & Geroy, 2006).
Conclusion
We may profit from being able to show that wage impartiality exists within our institution and that a plan is in a position to rectify and eradicate potential problems. Some of the advantages include: (1) the capacity to take appropriate action to wage justice complaints, (2) increased salary cost conviction if we willingly recognize and correct injustices, (3) the likelihood to phase in the essential compensation modifications, within a logical time frame, in cooperation with the workers, and (4) the capability to determine salaries through an impartial process that is not based on past wage practices or bargaining patterns.
References
Barker, R. & Pearce, C. (1990). The importance of proxemics at work. Supervisory Management, 35(7), 10-11.
Brody, H. & Grodan, A. (2010). The effect of the Fair Pay Act on disparate-impact cases. Employ. Relat. Today, 36(4), 73-78. http://dx.doi.org/10.1002/ert.20276
Giapponi, C. & McEvoy, S. (2005). The Legal, Ethical, and Strategic Implications of Gender Discrimination in Compensation: Can the Fair Pay Act Succeed Where the Equal Pay Act has Failed? Journal of Individual Employment Rights, 12(2), 137-150. http://dx.doi.org/10.2190/8733-70w7-3576-6823
Keyton, J., Caputo, J., Ford, E., Fu, R., Leibowitz, S., & Liu, T. et al. (2013). Investigating Verbal Workplace Communication Behaviors. International Journal of Business Communication, 50(2), 152-169. http://dx.doi.org/10.1177/0021943612474990
Marques, J. (2010). Enhancing the quality of organizational communication. JCOM, 14(1), 47-58. http://dx.doi.org/10.1108/13632541011017807
Remland, M. (1981). Developing Leadership Skills in Nonverbal Communication: A Situational Perspective. Journal of Business Communication, 18(3), 17-29. http://dx.doi.org/10.1177/002194368101800303
Wickhorst, V. & Geroy, G. (2006). Physical Communication and Organization Development. Organization Development Journal, 24(3), 54-63.
