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Comparable Worth Case Study

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The Comparable Worth Debate

March 20, 2012

The Comparable Worth Debate
Comparable worth means getting the same amount of pay for jobs of equal value in an organization. This is completely different from the concept of “equal pay” which means that workers who perform the same duties with the same job title get the exact same wages. Comparable worth is a recognized strategy for determining job compensation. If an organization is going to put a specific value on a function, it should also put the same value on other functions that are of equal importance. Comparable worth remains an undeveloped concept. Many court cases have been heard in reference to comparable worth but the suits were unsuccessful as the procedure is not clear. (The Law and Compensation and Benefits, 2009) If a company values a position, they should show the employees that they are valued and appreciated through salary and wages. I am certain that most employees would agree.
As the HR department’s director, James Bledsoe, should consider the issue of comparable worth for reasons that involve legal and ethical consequences as well as the organizational structure.
The pay system that a company uses reflects that company’s culture. The culture determines the policies and guidelines that are in place, the company’s expectations, and the way that employees carry out the company’s mission. Employees are more likely to coordinate their behavior with company goals without the need for vast procedures and mounds of red tape when the company has a strong culture. If employees have values that are very different from the company’s, they will not be working toward common goals and this will lead to mutual dissatisfaction and ultimately affect productivity.
Pay systems should reflect the true values of an ethical company so that it doesn’t come to a point where the organization is sued for civil

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