Equal Pay Act Of 1963 Essay

The Equal Pay Act of 1963 stated that all employees are paid equally for equal work and labor without sex discrimination (The Equal Pay Act of 1963, para. 2). At first, in order to operate the equal pay appropriately, evaluating job values should be fairly required. In the usual manner, many organizations have started an annual salary system, which has difficulty in adopting a fair evaluation of different works. Although a job-based pay, which is conducted by fair evaluation of jobs, were first introduced in 1909 in US, there is still much unfair pay. In this regard, The Equal Employment Opportunity Commission (EEOC) implements EEO laws and provides with cooperation of whole Federal EEO policies, regulations, and practices. EEOC is an independent
Federal institution created by Congress in 1964 to oversee Title Ⅶ of the Civil Rights Act of 1964. Title Ⅶ is more widely used. Title Ⅶ of the Civil Rights Act of 1964 covers the discrimination related to sex, race, color, national origin, and religion, by extension, explains the process to use when employees have experienced unfair discrimination (EEO history, para. 6). These are efforts for providing stable working conditions. By doing this, employees are satisfied with their jobs and employers can expect better performances of employees.
Those legislations don’t only protect the rights of female employees, but also help organizations motivate employees and lead better teamwork effectively.
According to Milkovich, Newman and Gerhart (2011), internal alignment addresses the logic underlying these relationships. The relationships form a pay structure that should support the organization strategy, support the workflow and motivate behaviors toward organization objectives (Milkovich, Newman and Gerhart, 2011, p. 69). In the perspective of leadership, transactional contingent reward leadership uses recognition and rewards for goals as motivating forces for its members (Bruce, 2003, para. 2). Therefore, a fairly well organized internal alignment is a powerful resource to support motivating behaviors in organizations. It has long been recognized that more and more women are entering the workforce. A discriminatory treatment between male and female workers generates much conflict such as a high turnover rate of employees or dissonant teamwork. The Equal Pay Act of 1963 could be a basic tool to prevent unfair rewards among female employees. More systematic HR departments with cognition of unjust discrimination against female workers are required to any type of organizations. Furthermore, unless public perception changes, those legal devices will be
nominal.
In many Asian countries, a pay discrimination against to female workers occurs often. Many female workers are afraid of fire when they face actions for complaint. Indeed, appearance discriminations among female workers have revealed in Korean employment market. For example, employers insist women’s beauty or sexuality and have dress regulations to attract customers. Consequently, good-looking women get pay more than other women. This also distracts the fair compensation system. In order to motivate and pursue organizations’ strategies, a fairly well organized internal alignment should be required to any kind of organizations.

References
Bruce, J. A. (2003, March). Predicting Unit Performance by Assessing Transformational and Transactional Leadership. AMERICAN PSYCHOLOGICAL ASSOCIATION. Retrieved from http://www.apa.org/news/press/releases/2003/03/leadership.aspx
The U.S. Equal Employment Opportunity Commission (EEOC). (n.d). EEO history, Retrieved from http://ttb.gov/eeo/history.shtml
The U.S. Equal Employment Opportunity Commission (EEOC). (n.d). The Equal Pay Act of 1963, Retrieved from http://www.eeoc.gov/laws/statutes/epa.cfm