Job evaluation and gender pay equity: a French example

Bender, Anne‐Francoise; Pigeyre, Frédérique

doi:10.1108/edi-07-2015-0062

Cited by 8 publications

(7 citation statements)

References 15 publications

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“…The gender pay gap is an important issue for companies in most developed countries (Bender and Pigeyre, 2016). Indeed, it has been shown that gender diversity increases organizational performance (Herring, 2009).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…The second method involves the use of econometric methods (usually generalized linear models) to compute the adjusted gender pay gap (Bender and Pigeyre, 2016). This method has become very common in academic research in HRM (Olson, 2013) since the seminal works by Blinder and Oaxaca (Blinder, 1973; Oaxaca, 1973).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…This study will explore this dimension based on a case study of the gender pay gap in a large French company. The gender pay gap, which is one of the concerns of gender equality policies, is currently an important HR issue in Western countries (Bender and Pigeyre, 2016). Many companies are seeking to reduce it, for reasons of fairness and equity (Kim et al , 2019) and performance (Kossek and Buzzanell, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Measuring the gender pay gap: the complexity of HR metrics

Coron

2021

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PurposeThe literature on HR metrics does not address the political issues that surround the definition and interpretation of these metrics. However, the need for agreement about HR metrics between different stakeholders is underlined by the framework of the sociology of quantification. This research aims to complement the literature on HR metrics by studying the process of defining and interpreting appropriate HR metrics, focusing on the example of the gender pay gap.Design/methodology/approachA case study with interviews and participant observation is conducted on a French company.FindingsThe results show that HR metrics are essential to prove the existence of inequalities. However, there are disagreements between management, unions and gender equality referents concerning appropriate HR metrics and their use.Originality/valueContrary to the literature on the subject, which remains predominantly positivist and normative, this article sheds light on the political issues surrounding the definition and use of HR metrics and shows the importance of involving a range of actors (managers, unions and employees) in the entire process.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Measuring the gender pay gap: the complexity of HR metrics

Coron

2021

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“…Gender pay gap is one of the most important and still growing problems of modern societies. It is indicated that the reason for the increase of gender inequality is redundancy and definition of job evaluation criteria (Bender and Pigeyre 2016) and discriminatory functioning of labor market (Ames 1995). L. Ames states, that workers should earn similar wages on the jobs that differ but require comparable skills and knowledge.…”

Section: Outline Of Contemporary Remuneration Systemsmentioning

confidence: 99%

The measurement of human capital as an alternative method of job evaluation for purposes of remuneration

Kozioł

Mikos

2019

Cent Eur J Oper Res

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Contemporary science and business practice in the field of remuneration management includes many concepts and models of the remuneration systems and job evaluation. Despite this rich achievement, many basic concepts and elements related to salaries are differently interpreted and defined, therefore practice of payroll systems is based on the compromise. Usually it is a compromise between the expectations of employees and the financial capacity of the employer or as a result of interaction between the market forces, supply and demand. Depending on the circumstances, there is a risk of distortions resulting in too low or too high salaries or an incorrect pay relationship in the organization. As a result, the welfare of the employees is reduced or the employer's financial balance is at risk. The aim of the article is to present the method of human capital measurement as a conceptual base of job evaluation aimed at improving the remuneration system in the organization. This method allows an objective measurement in monetary units the necessary qualifications of the employees to perform work on most traditional jobs. As a result, it is possible to provide a pay standard for such a job. The supplement to the considerations is to provide an example application of the described model to several selected workplaces and a comparison with the existing solution in the company.

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“…An example of the ambiguities of regulation is the use of job evaluation as a systematic tool for addressing unequal treatment. Detailed and robust job evaluation is a prerequisite for effective duties on organizations to identify pay disparities and address them through action plans (Bender & Pigeyre, 2016;Chicha, 2008) and also the basis for any litigation claims. However, although there is evidence that job evaluation schemes can be an effective tool for workplace action, they are subject to hidden bias in their construction and also in their implementation (Acker, 1989;Eveline & Todd, 2009;Koskinen Sandberg, 2017;Probert, Smith, Charlesworth, & Leong, 2002; see also Rubery, 2018).…”

mentioning

confidence: 99%