1. Review the information in the report, particularly the barriers to fair compensation and the best practices to ensuring fair compensation.
2. Select one barrier that you have personally witnessed in your current organization or an organization for which you have worked in the past.
3. Select one best practice approach that you believe could effectively address the issue of sex discrimination in pay.
4. Prepare a paper based on the following structure and content:
   1. A title page and table of contents page
   2. An introduction section that identifies the barrier and best practice you have selected
   3. A background section that briefly discusses the important points related to the barrier you selected (framing the problem)
   4. An analysis that ties course material to a discussion of how the best practice you have selected can help address sex discrimination in pay and overcome the barrier described in the background section (analyzing the problem, and possible solution)
      
      For example, administration of a compensation system is one type of barrier to fair compensation. Under this, untrained managers may be given the authority to make compensation decisions that result in unfairness. A manager may distribute bonus funds across a group of employees, but allow bias to influence her or his decisions regarding who gets how much bonus money, and for what.
       
   5. A best practice that can help alleviate this problem is to establish a firm philosophy about an organization's compensation system. Managers are informed of the organization's compensation philosophy and are trained in how to maintain equity and fairness in handling bonus distributions.
   6. A conclusion that summarizes the main points of your findings: Reflect on how the best practice you selected for the assignment could improve gender-based inequities in pay.
   7. A reference section that lists the website and the course material you used in preparing this assignment. Be sure to cite sources within your paper, using correct APA formatting.

Your work should be submitted in a Word document, 2–3 pages in length (excluding the title, the table of contents and the references pages), typed double-space in 10- or 12-point Arial or Times New Roman font. The page margins on the top, bottom, left side, and right side should be 1 inch each. Use APAguidelines for citing and reference sources.

See the Course Calendar for due dates.

Keep the following points in mind:

• A relevant barrier and practice have been identified and properly explained.
• The analysis integrates course material and is presented in a logical, organized manner.

Compose your work in a .doc or .docx file type using a word processor (such as Microsoft Word, etc.)

 

Introduction

Any job that requires reasonable remuneration is required after completion. Employees are typically most motivated when paid wages and salaries commensurate with the amount of labor they perform. To ensure fairness in compensation for employees' work, the firm's or business's management has been tasked with conducting fair evaluations on the quantity and quality of work that each employee has completed to achieve uniformity in payments without favoring one side. However, managers become illogical in their remuneration decisions in most situations and begin to prefer certain employees over others, isolating the others. Isolation might be based on the employees' gender, race, or even culture. Paying employees based on job groups and credentials is thus suitable for enterprises and companies (Bana, 2019).

Background

One of the significant barriers is the administration is one of the impediments to equitable compensation. Administrators are responsible for guaranteeing that all employees are treated fairly, based on the type of work and credentials. Fair compensations motivate people to do their best for the companies for which they are working. Ironically, most administrators have failed in their responsibilities by awarding pay based on gender rather than credentials, which demotivates staff. Gender discrimination, particularly the dismissal of female employees, has grown widespread in most businesses that emerge from poor management.

Analysis

Gender-based discrimination has been identified as the most significant impediment to growth because it primarily affects women in their workplaces, residential regions, and other areas of operation. Despite the efforts, examples of businesses categorizing their employees based on gender and then implementing particularly harsh and unpleasant restrictions to women in contrast to their male counterparts have been prevalent and on the rise. Administrators should ensure that old cultures are eradicated to overcome this hurdle, as the occupation is drastically changing. In today's world, anyone can do any job, regardless of male or female. At the same time, managers should treat all employees reasonably as long as they are polite and dedicated to their jobs. They should be fair with a critical motivator to get the best performance from each employee by setting high yet acceptable expectations for all employees to work safely, with compensations based on the defined criteria. Administrators should revisit their professional ethics and codes of behavior as required by profession to breach the barrier presented above. They are trained to grasp the core principles of compensation and the organization's compensation philosophy, which they ignore. In addition to this training, there is also pay-related training on making compensation decisions, including conveying compensation to employees. Bonuses are distributed to employees as part of this process (Epstein et al., 2018).

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Conclusion

The best practice is to guarantee that managers become specialists in their jobs to break the barrier of unfair compensation. This would ensure that they follow professional norms of conduct and ethics, requiring them to compensate based on qualifications rather than gender or ethnicity.