The equal value amendment: a flawed law for irrational systems

Article Abstract:

The first court decisions concerning claims under the equal value amendment of the Equal Pay Act of 1970 have not been taken very well by the business community. Labor unions have had different attitudes toward the amendment: some use it as a mainstay in bargaining while others use it as a last resort. Some businesses argue that the amendment will unnecessarily increase expenses and jeopardize jobs, while the amendment's proponents argue that these changes are reactions to the true conditions in the job market which the old system had artificially suppressed. A claim cannot be brought if the two jobs in question have already been evaluated under an evaluation scheme which passes the Equal Pay Act criteria. The evaluation scheme must be analytical, and representative jobs may be analyzed together as long as there is no material difference between the jobs. The major legal arguments center around the definition of material difference and which jobs can be grouped together.

United Kingdom, Laws, regulations and rules, Pay equity

---

Banking on equal opportunities

Article Abstract:

The 1983 discrimination complaint received by Great Britain's Equal Opportunities Commission against Barclays Bank caused the bank to develop a program to rectify past discriminatory practices relative to the employment of women and minorities. The program focused on career path development, management attitudes, and women's attitudes and behavior. Prior to implementing the anti-discriminatory personnel management program few executives at Barclays were women (despite the fact that 60 percent of the bank's employees were women) and very few minority employees had been hired by the bank. The actions taken by the bank in areas such as employee selection procedures, employee training and recruitment programs, and monitoring employee head-counts are described, as well as Barclays' 'career break scheme' and five follow-on procedures planned for implementation in the near future.

DEPOSITORY INSTITUTIONS, Banking industry, Analysis, Case studies, Human resource management, Statistics, Employment, Minorities, Barclays PLC, Businesswomen, Women executives, Minority employees

---

The targeted approach to recruitment

Article Abstract:

Targeted recruiting can be effective if the recruitment campaign is carefully planned. Organizations should make sure that their recruitment techniques do not deter potential job applicants. A recruiting advertisement displaying a picture of a man, for example, may discourage women from applying for the position. Advertising should not be discriminatory, but organizations are allowed to advertise selectively if their advertisements are based on affirmative action. Rank Xerox successfully increased the number of male applicants applying for a traditionally female-oriented position by using gender neutral terms and by emphasizing that the corporation was interested in interviewing both males and females.

Methods, Management, Recruiting, Employee recruitment, Rank Xerox Ltd.

Similar abstracts:

• Abstracts: The new UK pensions environment: issues for multinational companies. France: disclosure requirements for executive directors' remuneration
• Abstracts: Flexpatriate assignments: a neglected issue in global staffing. Factors affecting international staffing in Chinese multinationals (MNEs)
• Abstracts: The impact of the Mexican social security amendments on employers. Member states take action on pensions
• Abstracts: The future is made now. Sabbaticals in tandem with needs
• Abstracts: Strategic performance measurement and management in multinational corporations. The cross-cultural puzzle of international human resource management

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.