Gender Pay Gap - 14271 Words

Go to Main Section of Page | Home | View PDF | Email | Print | Save to Favorite Documents | CiteNow! | Find Keyword | * FULL REPORT * Introduction * Overview * Background * Current Situation * Outlook * Pro/Con * Chronology * Short Features * Maps/Graphs * Bibliography * The Next Step * Contacts * Footnotes * About the Author * * Comments | Gender Pay Gap | Are women paid fairly in the workplace? | March 14, 2008 †¢ Volume 18, Issue 11 | By Thomas J. Billitteri Introduction Former Goodyear manager Lilly Ledbetter won more than $3 million in a pay-discrimination suit against the tire firm, but the U.S. Supreme Court overturned the verdict in 2007 for filing her complaint too†¦show more content†¦Bush administration. The wrangle over wages is playing out not just in Washington but in cities and towns across America. In the biggest sex-discrimination lawsuit in U.S. history, a group of female Wal-Mart employees has charged the retail giant with bias in pay and promotions. The case could affect perhaps 1.6 million women employees of Wal-Mart and result in billions of dollars in back pay and damages.The enormously complex gender-pay debate encompasses economics, demographics, law, social justice, culture, history and sometimes raw emotion. Few dispute that a wage gap exists between men and women. In 2006 full-time female workers earned 81 percent of men s weekly earnings, according to the latest U.S. Labor Department data, with the wage gap broader for older workers and narrower for younger ones. Separate U.S. Census Bureau data put the gap at about 77 percent of men s median full-time, year-round earnings. The fundamental issues are why the gap exists, how much of it stems from discrimination and what should be done about it.Some contend the disparity can largely be explained by occupational differences between women and men, variations in work experience, number of hours worked each year and other such things.June O Neill, an economics professor at the City University of New York s Baruch College andShow MoreRelatedGender Gap In Pay1574 Words   |  7 PagesIntroduction Gender Pay Gap also referred to as Gender wage gap, gender income difference or male-female income difference refers to the difference between the earning of men and women (Victoria, 2006). The European Union defines the Gender Pay gap as the difference between men and women’s hourly earnings (OECD, 2012). The difference may be measured on hourly, weekly, monthly, or yearly earning. The difference is expressed as a percentage of the men’s earning. However, the difference varies fromRead MoreThe Gender Pay Gap1639 Words   |  7 PagesThe Gender Pay Gap PROBLEM Introduction The pay gap between men and women has fallen quite dramatically over the past 30 years though a sizeable gap still remains, but this headline figure masks some less positive developments in recent years. We are used to each generation of women making progress relative to the one before, but this process has slowed slightly with the better than the previous one(Centre Piece Summer 2006). The gender pay gap measures the earning differences betweenRead MoreThe And Gender Pay Gap932 Words   |  4 Pagesarrangements. Feminism has been one of the successful social movements, and has promoted alternative types of the American family. The movement has different priorities in each society, and in the United States one of the issues is the â€Å"gender pay gap†. Gender pay gap is defined as the average difference between men’s and women’s aggregate hourly earnings (European Commission, 2014). According to the U.S. Department of Labor, in 2014 the median weekly earnings for workers with at least a bachelor’sRead MoreGender And Gender Pay Gap1173 Words   |  5 Pages Gender pay gaps have been a hot topic over the last several years. In my findings, I found three articles that stood out the most to me, as well as some statistical information. Gender pay gap is an interesting subject because it happens all across the United States, as well as in o ther countries worldwide. This pay gap can affect women of all ages, race, religion and educational levels. What is gender pay gap? The gender pay gap is defined as the difference between women and men’s full time averageRead MoreIs The Gender Pay Gap?1880 Words   |  8 Pagesthe gender pay gap. Most people who use this phrase in casual conversation do not really know what this entails. It is much more than men earning more than women. The significance of this pay discrepancy becomes much more apparent when looking at the bigger picture. Over an entire lifetime of working, a woman making only 77 cents to the male dollar loses a total of $1.2 million dollars over the course of her working life (Murphy Graff, 2005). A risk of poverty for women living with a pay gap isRead MoreGender Pay Gap2020 Words   |  8 PagesGender Pay Gap The economic issue with the gender pay gap has been a concern for quite some time. Many people say that men are paid more money, or have higher salaries than women; however, there are also people who believe otherwise. Some argue that maternity leave or education level is a reason why women seem to be paid less than men, and others argue that there is a bigger issue such as race and age. The following information will address both viewpoints on the gender pay gap and its issues withinRead MoreWhy The Gender Pay Gap Essay1692 Words   |  7 PagesVincent (2013) provides a quantitative and qualitative analysis on why the gender pay gap exists in Canada by researching, studying, analyzing, and interpreting over 39 different sources of Canadian micro data and finds that the gender pay gap has decreased over the years but still persists even in younger generations, less than a third of the pay gap can be explained through females over-occupying lower sector jobs, women placing a larger emphasize on non- monetary related aspects of a jobRead MoreGender Equality And The Pay Gap895 Words   |  4 Pages The gender pay gap has always been an issue concerning the work force and those apart of it. Men have always made more money than women no matter the occupation, and pay discrimination needs to be stopped. It s even been documented that women are more active and educated in labor force but still receive 78 cents for every dollar a man makes. The pay gap is affecting all women and impacting those of all races, ethnic groups, ages, education levels, and is a problem in every state. A change needsRead MoreGender Inequality : Gender Pay Gap975 Words   |  4 PagesThe gender pay gap in Hollywood The gender pay gap is the difference in pay earned by men and the pay earned by women.( Pay Equity Commission, 2012). There are various ways in measuring the pay gap between genders, such as full- time or full- year wage. Statistics Canada data ( 2012) displayed that the gender pay gap in Ontario was 26% for full- time and full- year employments, which means for every C$1 earned by a man, a woman earned 74 cents( Pay Equity Commission,2012).The pay gap has been narrowingRead MoreGender Inequality And Gender Pay Gap1543 Words   |  7 Pagesthe gender pay gap in the UK. These theories are taste discrimination, statistical discrimination, human capital and occupational segregation. Other research and data are included in this essay as evidence to support the different theories. The four theories covered in this essay all provide some explanation for the gender pay gap in the UK, some more than others – statistical discrimination theory having the highest explanatory power for t he magnitude of this pay gap. The gender pay gap can be

Essay about Sitxglc501 - 882 Words

3. Write a short note on food safety act 1995? List some of the risks, penalties and consequences of not complying with food safety legislation. Answer: The purpose of the Act is to ensure the purity of food sold. Local councils and the Department of Health amp; Human Services administer the Act. Under the Act, food business owners are legally responsible to ensure that food sold to customers is safe and suitable to eat. 5. Which are different areas covered under intellectual property? Describe one business activity that breaches copyright legislation. Answer: Intellectual property is a property that is owned by an individual or an organization which can then choose to share it freely or to control its use in certain ways. It can†¦show more content†¦Answer: We should set deadlines for communicating compliance information or changes and inform all staff by a group discussion, events or function. Issue written notice with the payslip of all employees. We can email the compliance information and changes to all employees. Put on view compliance posters and signs or even hand out flyers and display clearly near all hazardous equipments. 9. List five general requirements of state/ territory gaming laws and regulations. Answer: Gaming law is the set of rules and regulations that apply to the gaming industry. Owner must have a proper license to provide gaming facility. Employees must have an appropriate license and training to deal with the customer. Employees must be free from any criminal background. Warning signs of risk of gambling must be displayed clearly. All gambling activities must be recorded in case of any problem. Minors are neither encouraged to gamble nor allowed to do so. All machines should be working honestly. 10. What are three consequences of non-compliance with environmental law? Answer: Any business found breaching the environment law can be fined, send to jail or recovered the cost of cleaning and maintenance. 13. The national employment

Classical and Contemporary Management Free Essays

string(54) " could be achieved if the rules were not so explicit\." International Information Technology University| Classical and Contemporary Management |   Introduction The world of managing people and processes continues to change dramatically. Managers are faced with the conflicting challenges of understanding and motivating an increasingly diverse workforce, being open and accountable to a wide variety of stakeholders, planning for the future in an increasingly changing environment and considering the ethical implications of decision-making. Nevertheless there is a basis of knowledge that was experienced in the years of production boom which is called classical theory of management. We will write a custom essay sample on Classical and Contemporary Management or any similar topic only for you Order Now In this paper I will describe them both and provide advantages and drawbacks of each. The Classical School of Management The classical school is the oldest formal school of management. Its begins to develop from the 20th century. The classical school of management generally concerns ways to manage work and organizations more efficiently. Three areas of study that can be grouped under the classical school are: scientific management, administrative management, and bureaucratic management. The classical school of management has sought to define the essence of management in the form of universal fundamental functions. These, it was hoped, would form the cognitive basis for a set of relevant skills to be acquired, by all would-be managers through formal education. Body of the classical school’s management thought was based on the belief that employees have only economical and physical needs, and that social needs and need for job-satisfaction either don’t exist or are unimportant. Accordingly, this school advocates high specialization of labor, centralized decision making, and profit maximization. See also behavioral school of management, contingency school of management, quantitative school of management, and systems school of management. The classical management theory is a school of management in which theorists delved into how to find the best possible way for workers to perform their tasks. The classical management theory is divided into two branches, the classical scientific and the classical administrative. Also consider reading this: Advantages and Disadvantages of Administrative Management The classical scientific branch comes from the scientific mindset of attempting to increase productivity. During the height of the classical scientific theory, theorists would use almost mechanical methods towards labor and organization to achieve goals of productivity and efficiency. Some of the basic techniques of the classical scientific theory include creating standardized methods for a task and dividing work between employees equally. On the other hand, the classical administrative theory focuses on how management can be organized to achieve productivity. Henri Fayol, a leading figure in management theory, devised several management theories geared towards efficiency, such as creating a unified direction among managers, centralization, and discipline. Other management theories focused on building team confidence, such as establishing teamwork, using initiative, and equity. Strengths of Classical Management Theory Current management organization and structure can find much of its roots from the classical management theory. One of the main advantages of the classical management theory was to devise a methodology for how management should operate. Management principles devised during this period can be seen as a foundation for current management behavior today, such as serving as a force of authority and responsibility. In addition, another benefit of the classical management theory is the focus on division of labor. By dividing labor, tasks could be completed more quickly and efficiently, thus allowing productivity to increase. Division of labor can be seen in many applications today, ranging from fast food restaurants to large production facilities. In addition, the classical management theory also gave rise to an autocratic leadership style, allowing employees to take direction and command from their managers. Weaknesses of the Classical Management Theories Classical theories and the principles derived from them continue to be popular today with some modifications. Many criticisms have been directed at the classicists. Several major ones are discussed here. Reliance on experience – many of the writers in the classical school of management developed their ideas on the basis of their experiences as managers or consultants with only certain types of organizations. For instance, Taylor’s and Fayol’s work came primarily from their experiences with large manufacturing firms that were experiencing stable environments. It may be unwise to generalize from those situations to others especially to young, high-technology firms of today that are confronted daily with changes in their competitors’ products. Untested assumptions – Many of the assumptions made by classical writers were based not on scientific tests but on value judgments that expressed what they believed to be proper life-styles, moral codes, and attitudes toward success. For instance, the classical approaches seem to view the life of a worker as beginning and ending at the plant door. Their basic assumption is that workers are primarily motivated by money and that they work only for more money. They also assume that productivity is the best measure of how well a firm is performing. These assumptions fail to recognize that employees may have wants and needs unrelated to the workplace or may view their jobs only as a necessary evil. Failure of considering the informal organization. In their stress on formal relationships in the organization, classical approaches tend to ignore informal relations as characterized by social interchange among workers, the emergence of group leaders apart from those specified by the formal organization, and so forth. When such things are not considered, it is likely that many important factors affecting satisfaction and performance, such as letting employees participate in decision making and task planning, will never be explored or tried. Unintended consequences – classical approaches aim at achieving high productivity, at making behaviors predictable, and at achieving fairness among workers and between managers and workers; yet they fail to recognize that several unintended consequences can occur in practice. For instance, a heavy emphasis on rules and regulations may cause people to obey rules blindly without remembering their original intent. Oftentimes, since rules establish a minimum level of performance expected of employees, a minimum level is all they achieve. Perhaps much more could be achieved if the rules were not so explicit. You read "Classical and Contemporary Management" in category "Essay examples" Human machinery classical theories leave the impression that the organization is a machine and that workers are simply parts to be fitted into the machine to make it run efficiently. Thus, many of the principles are concerned first with making the organization efficient, with the assumption that workers will conform to the work setting if the financial incentives are agreeable. Static conditions – organizations are influenced by external conditions that often fluctuate over time, yet classical management, theory presents an image of an organization that is not shaped by external influences. Since many of these criticisms of the classical school are harsh, several points need to be made in defense of writers during this period. First, the work force was not highly educated or trained to perform many of the jobs that existed at the time. It was not common for workers to think in terms of what â€Å"career† they were going to pursue. Rather, for many, the opportunity to obtain a secure job and a level of wages to provide for their families was all they demanded from the work setting. Second, much of the writing took place when technology was undergoing a rapid transformation, particularly in the area of manufacturing. Indeed, for many writers, technology was the driving force behind organizational and social change. Thus, their focus was on finding ways to increase efficiency. It was assumed that all humankind could do was to adapt to the rapidly changing conditions. Finally, very little had been done previously in terms of generating a coherent and useful body of management theory. Many of the classical theorists were writing from scratch, obliged for the most part to rely on their own experience and observations. Thus their focus is understandably narrow. The Classical School of Management was effectively the first coherent set of theoretical perspectives about organization and management covering Scientific Management, Administrative Management and Structuralized Management. As we know, F. W. Taylor, Henri Fayol, and Max Weber are outstanding contributors of Classical School of management thought who made great contribution and laid a foundation for contemporary management. Contemporary Management The world of managing people and processes continues to change dramatically. Managers are faced with the conflicting challenges of understanding and motivating an increasingly diverse workforce, being open and accountable to a wide variety of stakeholders, planning for the future in an increasingly changing environment and considering the ethical implications of decision-making. Contemporary Management  offers a fresh and integrative view of the manager in the workplace in line with this changing environment. It views the manager as a person, working with people and within an organization, and holding values and ethics. As such, modern issues such as diversity, cultural change and global management are given careful attention. Management is an integrated and sometimes intricate balance of dealing with people within an organizational context. The year that the modern management theory was born was 1911. This year was the year that Frederick Winslow Taylor published his book  Ã¢â‚¬Å"Principles of Scientific Management†,  where he describes the theory of scientific management which is the use of the scientific method to define the â€Å"one best way† for a job to be done. Taylor is known as the father of scientific management. He was a mechanical engineer with a Quaker Puritan background and was appalled at the inefficiency of workers. Employees used different techniques to do the same job. Taylor set out to correct the situation by applying the scientific method to jobs on the shop floor. Organizations can be viewed as two or more people coordinate and combine in use of their knowledge as well as technique for the purpose of accomplishing common objectives that transform resources into goods and service which are needed by consumers. Organizational behavior refers to the systematic study that primarily access influence of individuals, groups and structure on interior organizational conducts in order that organizational effectiveness can be improved and perceived. Taylor wanted to create a mental revolution among the workers and management by defining clear guidelines for improving production efficiency. He defined four principles of management which are: 1. Develop a science for each element of an individual’s work, which replaces the old rule of thumb method. . Scientifically select and the train, teach, and develop the worker. 3. Heartily cooperate with the workers so as to ensure that all work is done according to the principles of the science that has been developed. 4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. Taylor argued that following these principles would benefit both management and workers. Workers would earn more pay, and management more profits. Using scientific management techniques, Taylor was able to define the one best way for doing each job. Then, he could select the right people for the job and train them to do it precisely in this one best way. TO motivate workers, he favored incentive wage plans. Overall, Taylor achieved improvements in productivity of 200 per cent or more. He stated that the role of managers is to plan and control, and that of workers to perform as they were instructed. On the other hand, the classical administrative theory focuses on how management can be organized to achieve productivity. Henri Fayol, a leading figure in management theory, devised several management theories geared towards efficiency, such as creating a unified direction among managers, centralization, and discipline. Other management theories focused on building team confidence, such as establishing teamwork, using initiative, and equity. General administrative theorists are writers who developed general theories of what managers do and what constitutes good management practice. For example, the functional view of the manager’s job owes its origin to Henry Fayol. They became a frame of reference against which many current concepts have evolved. Conclusion In this paper I have described both schools of management and their advantages and disadvantages, as well as their features and fields of use. Some of them are not used in modern days, some are still actual for us. Anyway those fields of science are developing dramatically from day to day, so may be in next 10 years the modern school of management would be considered as classical. References: http://www. businessdictionary. com/definition/classical-school-of-management. html http://www. businessdictionary. com/definition/classical-school-of-management. tml â€Å"Realist Perspectives on Management and Organisations† by Stephen Ackroyd, Steve Fleetwood http://www. en. articlesgratuits. com/weaknesses-of-the-classical-management-theories-id1592. php http://blog. sina. com. cn/s/blog_4a9ea3cc0100085l. html http://www. enotes. com/management-encyclopedia/management-thought Organisation and Management of Health Care, April 2002, Version 2. 0 , Main Contributor: Katie Enoc k, Public Health Specialist, Harrow Primary Care Trust www. healthknowledge. org. uk Henri Rayol Industrial and General Administration, J. A. Caubrough, trans. (Geneva nternational Management Institute, 1930) How to cite Classical and Contemporary Management, Essay examples

Demand Risk in Transport Infrastructure Projects Essay Sample free essay sample

The Demand hazard of a PPP Rail Transport Infrastructure Project refers to the hazard with respects to the figure of riders that is required in order to guarantee equal gross coevals to cover the project’s operational and care costs. Merna and Owen ( Merna A ; Owen. 1998 ) noted that â€Å"demand hazard is the greatest hazard to the concessioner under the payment mechanism† . The demand hazard is cardinal for a market-led service where gross coevals is critical to the ultimate success of the undertaking. Brocklebank. Burnett. Ras A ; Walt ( Brocklebank. Burnett. Ras A ; Walt. 2001 ) describes the demand forecasts or gross coevals as â€Å"vital to the development of a concern case† . Mackie. Nellthrop and Laird ( Mackie. Nellthrop and Laird. 2005 ) note that â€Å"demand prognosiss are cardinal to an economic appraisal† for rail conveyance substructure undertakings. The Concept of Demand RiskBurger ( Burger. P. 2006 ) noted that when a demand for a service exist. with outwardness features ( demand side hazard ) . the type of contract through which the substructure is constructed. managed and operated. depends on the ability of the authorities to reassign the demand hazard to the concessioner every bit good as the degree of the competition in the unfastened market. Grimsley and Lewis ( Grimsley and Lewis. 2005 ) note that hazard transportation and the degree of competition during the stamp procedure. is critical to guarantee the concessioner focuses on being â€Å"technically and X-efficient† . X-efficiency refers to the ability of the concessioner to run the service without uneconomical inputs ( Burger. P. 2006 ) . Fourie and Burger ( 2000 ) conclude that the chief drivers of efficiency and value for money in elastic demand based PPP Infrastructure undertakings is demand hazard transportation. The demand hazard associated with substructure undertakings are inherently higher than undertakings that deliver a merchandise as the substructure undertakings are fixed assets that can’t easy move or follow the mark market. The ability of a concessioner to pull off the demand hazard for a rail conveyance substructure undertaking is highly limited and the demand hazard is hence historically transferred to the grantor of the undertaking who is deemed to be in a better place to pull off and extenuate the hazard. Demand Risk in Rail Transport Infrastructure undertakingsDemand hazard prediction is paramount to the success of a rail conveyance substructure undertaking. Demand prediction allows the grantor to place the figure of possible riders. supply an estimation of possible gross coevals. set up feasibleness and place the demands of the mark market. Rail Transport undertakings are market-led undertakings and are normally extremely reliant on the gross coevals. The ability of establishments to accurately calculate demand for a conveyance undertaking over a long grant contract period remains extremely controversial. The high figure influences on the demand for a service is highly hard to foretell. Historic research of Public Private Partnerships ( PPP’s ) Transport substructure undertakings would propose that the demand prediction is grossly inaccurate. As a consequence the economic feasibleness of rail conveyance substructure undertakings are questionable. Furthermore the demand prediction requires a big sum of premises to be made. all of which can be easy manipulated to turn out feasibleness. The ultimate intent of the demand prediction is to turn out profitableness and feasibleness in order to pull funders. investors and competitory stamps. Below is a list of factors associated with or that have an impact on demand hazard for rail conveyance substructure undertakings: ?Recession?Economic down bend?Quality of the service?Social acceptableness?Consumer opposition to pay and utilize the system?Safety?Changes to demographic nodes environing the Stationss?Associated feeder or distribution systems to present the demand to the service?The ability to run into an addition in the demand?Competition of alternate methods of conveyance Demand Risk Mitigation in Rail Transport Infrastructure undertakings Merna and Owen ( Merna A ; Owen. 1998 ) noted that the success of a PPP undertaking depends non merely on the ability of the spouses to reassign hazard but to reassign to the hazard to the party most suited to extenuate the hazard. Merna and Al-Thani ( Merna A ; Al-Thani. 2010 ) concluded that in order to pull off demand hazard efficaciously it is critical to guarantee that the PPP contract promotes continues service bringing and productiveness. Historically the preferable method of demand hazard extenuation in a PPP Transport Infrastructure undertaking is the debut of a backing warrant. where the grantor guarantees the minimal backing or gross required to guarantee care and operational costs during the grant period is covered. However. the debut of a backing warrant reduces or eliminates the inducements for a concessioner to increase service quality and increase demand or rider Numberss. The ability of a rail conveyance substructure concessioner to pull off the demand hazard is ab out impossible hence demand hazard is largely transferred to the grantor. Drumhead Demand hazard designation. transportation and extenuation are cardinal to the feasibleness and success of a PPP conveyance substructure undertaking. The ability to accurately calculate the demand for a service and the gross generated through the life rhythm of the service is critical to the economic feasibleness of a market-led substructure service. The debut of a backing warrant offered by the grantor transfers the demand hazard efficaciously to the public spouse. albeit that it provides small inducement to the private party or concessioner to better service bringing and increase demand for the service. Historic literature would propose that the demand hazard is of extreme importance in a gross or market-led substructure system. Mentions Brocklebank. P. . Burnett. S. L. . Ras. N. A ; VD Walt. G. ( 2001 ) Gautrain: Demand and Revenue Forecast. 20th South African Transport Conference. â€Å"Meeting the Transport Challenges in Southern Africa† . 16-20 July 2001. Arcus GIBB. SouthAfrica. Grimsley. D and Lewis. M. K. 2005. Are public-private partnerships value for money? Measuring Mackie. P. . Nellthrop. J. A ; Laird. J. 2005a. Demand Forecasting Mistakes. Transport Note TRN-26 Transport Economics. Policy and Poverty Thematic Group. World Bank. Washington. Merna. A. A ; Owen ( 1998 ) Understanding the Private Finance Initiative: The New Dynamics of Project Finance. Hong Kong: Asia Law A ; Practise Ltd.