Question

As a manager, you will have employees come to you and tell you that they think they are underpaid. Assume that has just happened. The employee in this case is a marketing associate who works for you and a large advertising firm in Atlanta, Georgia. The employees current base salary after three years with the company is $68,000. The company tries to pay at market rate. Develop a plan of action for how you would respond in this situation.

3. Find salary data for the job for the relevant labor market. Discuss how you decided on the relevant labor market, where you obtain the data, and whether there is a significant difference between what the employees making in the relevant labor market salary for that job.

Answer 1

Hey there are two questions in this post. Chegg Allows only one question. So please post the other question separately.

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The scenario or the case which is given here is a sensitive subject that often doesn't even have complete control. But treating this delicately is important, as this influences everything from the productivity of a worker to his or her standard of living. And dealing with the situation as soon as possible is just as important. By handling pay complaints with professional tact that will not kill morality, you want to keep communication flowing.

The following shall the manager response or the action plan in such situations:

There are no two companies in the world with the same pay standards–and tell this to the worker. In the wage scales, there are many things to consider, including work output, plans, and overall productivity. And as you know, it's necessary to find. It helps to tell the workers that if someone resides in a lower living space expense, they are likely to receive further compensation. This is a great time to point out other items that your business does not give a rival–such as incentives (nearly everyone gives these) and flexible schedules. It will inform the worker of what they have, not what they don't.

You see all the company reports and financials and fall down and so on occurring as a director, but not the worker. Work it out for him, so they don't do it on their own. Whatever the cause, being open and honest is good. Explain it clearly and let the person know why you went to bat him to get as much as you could. See if there's something else you can do to please him, like a day of work from home.

You can't solve it, no matter how hard you try or what you're doing. It is not up to you–or the business–to make salary decisions based on the financial requirements of one man. Tell the worker to acquire any knowledge or skills that would enable her reach a higher pay scale. Consult with the staff member to help her explore these possibilities and chart her career path. Without direction, you don't want to leave her.

Take a moment to consider what makes a salary decision: skills, education, experience, performance, etc. Hold the reasoning generic thus preventing contrast between this particular employee and another. If the person drops the term "D" (discrimination), listening quite closely is the moment. An worker might think that he or she is doing the same work as another employee, but because of age, race or sex, he or she is receiving less compensation.Go to HR once the conversation ends. Accusations of racism could take to the front a lot of complicated legal issues. You don't want a quick explanation to try to solve this issue. Get the advice of HR before continuing.