Question

A Shopping mart has about 300 employees, 200 of whom are on the permanent

rolls, whereas the rest are outsourced. About 50 percent of the employees were

females. Since it was a new entrant in the business, the retail chain has adopted

the ongoing practice of job evaluation rather than framing its own job evaluation

and classification system. As a result, the chain failed to establish a mutually

agreed compensation design plan and was accused of deliberate pay inequity,

without valuing diversity issues. This institutional failure to establish pay equity

ultimately led to successive strikes by dissatisfied employees. Eventually these

employees formed unions with strong opposing political affiliations.

The company then formed a task force with cross-functional team managers to

educate employees on the methods of job correlation and job pricing. The idea

behind the force to receive the support of employees a mutually accepted job

evaluation scheme and rationalize the company’s pay differentiation strategies.Although this scheme might have reduced the employees dissatisfaction on pay

parity, it failed to eliminate inequity, resulting in dimension amidst a small section

of employees.

In a retail store, customers notice dissatisfied employees immediately, especially

when their queries go unheard, when they were left to guess the price of an item

whose price tag is missing, or when they are not properly informed about product

features. The business of a retail chain suffers when it fails to captive customers.

The shopping mart faced all these predicaments, resulting in a substantial loss of

business and significant reduction in customers.

Facing the successive business losses, the company ultimately decided to discuss

the pay parity issue and to arrive at a solution. It also agreed to develop a suitable

job evaluation scheme, aligned with the compensation design plan. All the unions

agreed to this proposition of the company and promised to come out with a win- win solution on the pay parity issue. Some of the issues suggested by unions for

discussion in the joint-meeting were-correctly capture some key features of the

work done by female employees, differentiate between the quality of customer

relations offered by a male and female employee, understand the success rate (in

terms of percentage of customers) of male and female employees complained that

though the success rate was better than their male colleagues they were paid less

than their male counterparts. They threatened to refer the matter to the Human

Rights Commission, if conciliation failed.

Question:

As a team member, representing the management, suggest a way for the company

to achieve pay parity through mutual consensus.​

Answer 1

Answer:

not so nice it is so large