Fifty Years After the Equal Pay Act
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Equal Pay/Compensation Discrimination the Equal Pay Act Requires That Men and Women in the Same Workplace Be Given Equal Pay for Equal Work
Equal Pay/Compensation Discrimination The Equal Pay Act requires that men and women in the same workplace be given equal pay for equal work. The jobs need not be identical, but they must be substantially equal. Job content (not job titles) determines whether jobs are substantially equal. All forms of pay are covered by this law, including salary, overtime pay, bonuses, stock options, profit sharing and bonus plans, life insurance, vacation and holiday pay, cleaning or gasoline allowances, hotel accommodations, reimbursement for travel expenses, and benefits. If there is an inequality in wages between men and women, employers may not reduce the wages of either sex to equalize their pay. An individual alleging a violation of the EPA may go directly to court and is not required to file an EEOC charge beforehand. The time limit for filing an EPA charge with the EEOC and the time limit for going to court are the same: within two years of the alleged unlawful compensation practice or, in the case of a willful violation, within three years. The filing of an EEOC charge under the EPA does not extend the time frame for going to court. Equal Pay/Compensation and Sex Discrimination Title VII also makes it illegal to discriminate based on sex in pay and benefits. Therefore, someone who has an Equal Pay Act claim may also have a claim under Title VII. Other Types of Discrimination Title VII, the ADEA, and the ADA prohibit compensation discrimination on the basis of race, color, religion, sex, national origin, age, or disability. Unlike the EPA, there is no requirement under Title VII, the ADEA, or the ADA that the jobs must be substantially equal. -
Women's Rights
CARR CENTER FOR HUMAN RIGHTS POLICY 1 SPRING 2021 ISSUE: 006 CARR CENTER FOR HUMAN RIGHTS POLICY HARVARD KENNEDY SCHOOL Women's Rights Reimagining Rights & Responsibilities in the U.S. 2 CARR CENTER FOR HUMAN RIGHTS POLICY Reimagining Rights & Responsibilities in the United States: Women's Rights Carr Center for Human Rights Policy Harvard Kennedy School, Harvard University January 4, 2021 John Shattuck Carr Center Senior Fellow; Former US Assistant Secretary of State for Democracy, Human Rights, and Labor; Professor of Practice, Fletcher School, Tufts University Mathias Risse Lucius N. Littauer Professor of Philosophy and Public Administration; Director for the Carr Center for Human Rights Policy The authors’ institutional affiliations are provided for purposes of author identification, not as indications of institutional endorsement of the report. This report is part of a Carr Center project on Reimagining Rights and Responsibilities in the United States, directed by John Shattuck. The project has been overseen by a faculty committee chaired by Mathias Risse, with the collaboration of Executive Director Sushma Raman, and the support of the Carr Center staff. This research paper was drafted by Katie Stenclik (RA). The authors are grateful to Michael Blanding and Mayumi Cornejo for editing, and Alexandra Geller for editorial and design. Cover image of Shirley Chisholm from the Library of Congress. CARR CENTER FOR HUMAN RIGHTS POLICY 1 Table of Contents 3. Introduction 4 . Setting the Landscape The Modern Woman: Intersectional Identities and Gender Historical Overview of Women’s Rights Key Legislation from the 1960s to Today Key Supreme Court Decisions from the 1960s to Today Political Backlash Against Increased Equal Protections for Women 9 . -
Sex-Based Wage Discrimination Under Title VII: Equal Pay for Equal Work Or Equal Pay for Comparable Work?
William & Mary Law Review Volume 22 (1980-1981) Issue 3 Article 3 March 1981 Sex-Based Wage Discrimination Under Title VII: Equal Pay for Equal Work or Equal Pay for Comparable Work? Faith D. Ruderfer Follow this and additional works at: https://scholarship.law.wm.edu/wmlr Part of the Civil Rights and Discrimination Commons Repository Citation Faith D. Ruderfer, Sex-Based Wage Discrimination Under Title VII: Equal Pay for Equal Work or Equal Pay for Comparable Work?, 22 Wm. & Mary L. Rev. 421 (1981), https://scholarship.law.wm.edu/wmlr/vol22/iss3/3 Copyright c 1981 by the authors. This article is brought to you by the William & Mary Law School Scholarship Repository. https://scholarship.law.wm.edu/wmlr NOTES SEX-BASED WAGE DISCRIMINATION UNDER TITLE VII: EQUAL PAY FOR EQUAL WORK OR EQUAL PAY FOR COMPARABLE WORK? The number of women entering the labor force has risen steadily during the past half-century,1 but women have not achieved wage equality with their male colleagues in the workplace.2 After many years of abortive legislative efforts,3 Congress enacted two statutes now used to remedy sex-based wage discrimination: the Equal Pay Act of 19634 and the Civil Rights Act of 1964. 5 The Equal Pay Act, 1. In 1978, 50% of all women in the U.S. were employed in labor outside their homes. Herman, Progress and Problems for Working Women, 30 LAB. L.J. 195, 195 (1979). See W. CHAFE, THE AMERICAN WOMAN; CHANGING SOCIAL, ECONOMIC AND POLITICAL ROLES, 1920- 1970 (1972); Gitt & Gelb, Beyond the Equal Pay Act: Expanding Wage Differential Protec- tions Under Title VII, 8 Loy. -
Wioa State Plan Type
State of Wisconsin PY16-19 WIOA Combined State Plan, October 20, 2016 TABLE OF CONTENTS OVERVIEW ..................................................................................................................................................... 3 I. WIOA STATE PLAN TYPE ......................................................................................................................... 4 II. STRATEGIC ELEMENTS ............................................................................................................................ 5 (a) Economic, Workforce, and Workforce Development Activities Analysis .............................. 5 (b) State Strategic Vision and Goals. ......................................................................................... 30 (c) State Strategy ....................................................................................................................... 33 III. OPERATIONAL PLANNING ELEMENTS .................................................................................................. 40 (a) State Strategy Implementation ............................................................................................ 40 (b) State Operating Systems and Policies .................................................................................. 56 IV. COORDINATION WITH COMBINED STATE PLAN PROGRAMS .............................................................. 84 V. COMMON ASSURANCES ...................................................................................................................... -
The Career Shopper's Guide: a Development Plan Manual for an Employment Resource and Training Service
DOCUSEST RESUME ED 205 717 TITLE The Career Shopper's Guide: A Development Plan Manual for an Employment Resource and Training Service. INSTITUTION Women's Center of Dallas, Tex. SPONS AGENCY Women's Educational Equity Act Program (ED), Washington, D.C. PUB DATE 80 NOTE 379p. AVAILABLE FROM WEEA Publishing Center, Education DevelopmentCenter, 55 Chapel St., Newton, MA 02160 ($13.00). FURS PRICE MF01/PC16 Plus Postage. DESCRIPTORS *Blacks; Career Change: Career Choice; *Career Guidance: Career PlLnning: CommunityResources; Employed Parents: Employed Women; Employers; Employment; Employment Opportunities; Employment QualificatiorA: Family Influence; *Females; *Hispanic Americans: Instructional Materials; Job Applicants: Job Application: *Job Search Methods:Job Skills; Mexican Americans: Minority Groups; Models:Needs Assessment; Outreach Programs: Program Development; Program Implementation: Recruitment; ReentryWorkers; Self Evaluation (Individuals): Teaching Guides; Teaching Methods: Transfer of Training; Underemployment; Unemployment: Values Clarification; *Workshops ABSTRACT This document is a guidebook for counselorsworking with Black and Hispanic Americanwomen, women reentering the workforce, and underemployed/career-changingwomen. The material contains workshop designs, activities, checklists,readings, techniques for recruiting women, and other communityoutreach suggestions. Topics covered included evaluation,developing an employment resource and training service, suggestionsfor conducting a self - directed job search workshop, and -
Equal Pay Act in the Courts: a De Facto White-Collar Exemption
THE EQUAL PAY ACT IN THE COURTS: A DE FACTO WHITE-COLLAR EXEMPTION JULIENE JAMES* The Equal Pay Act of 1963, though initially considered a victory for working women, has proven unsuccessful for women executives, administrative personnel, and professionals. This Note argues that plaintiffs bringing Equal Pay Act claims have faced courts whose interpretationof the law has effectively excluded women in higher level positions. Through an examination of the Act's history and the history of similar exemptions in New Deal legislation, this Note argues that ideas about work, imported from early conceptions of managers, executives, and professionals in New Deal legislation, continue to influence courts' interpretation of the Act. This Note offers two alternative solutions to this problem: The first prescriptionis to reexamine the history surrounding the Equal Pay Act with the aim of including workers who effectively have been excluded by judicial interpretation. The second is to reinstate in the Equal Pay Act the exemption as originally enacted so that the apparent inclusion of the these groups does not discourage legislative attempts to correct the problem. INTRODUCTION "Nature has given woman so much power that the law cannot afford to give her less."1 Rosie the Riveter: saucy machinist, determined worker, one eye- brow raised, icon of patriotism. Of all the images of twentieth-century women, none is more enduring than hers. As part of a government- sponsored propaganda campaign encouraging women to join the war effort, Rosie stood for all American women who experienced World War II as an opportunity to break into industries previously closed to them. -
Implementing the Equal Pay for Equal Work Act and Employee Paid Sick Leave
Implementing the Equal Pay for Equal Work Act and Employee Paid Sick Leave Colorado Municipal League GABRIELLA BOMMER CHUCK PASSAGLIA CITY OF ARVADA EMPLOYMENT LAW SOLUTIONS, INC. [email protected] [email protected] (720) 898 -7561 (303) 915.6334 Equal Pay for Equal Work 2021 “Equal Pay for Equal Work Act” signed into law May 22, 2019, effective January 1, 2021. Found at C.R.S. §§ 8-5-101 et seq. Applies to ALL employers in Colorado THE L AW An employer shall not discriminate between employees on the basis of sex [sex includes “gender identity”], or on the basis of sex in combination with another protected status under Colorado law, by paying an employee of one sex a wage rate less than the rate paid to an employee of a different sex for substantially sim ilar work, regardless of job title, based on a composite of skill; effort, which may include consideration of shift work; and responsibility. Equal Pay for Equal Work 2021 Permits wage differential based on: ◦ A seniority system; ◦ A merit system; ◦ A system that measures earnings by quantity or quality of production; ◦ The geographic location where the work is performed; ◦ Education, training, or experience to the extent that they are reasonably related to the work in question; or ◦ Travel, if the travel is a regular and necessary condition of the work performed Factors above must account for “entire” differential in wages. No “any factor other than sex” loophole like federal Equal Pay Act. Equal Pay for Equal Work 2021 Employers SHALL NOT: ◦ [Salary history ban] Seek the wage -
Social, Cultural, and Educational Legacies
NASA Reflects America’s Changing Opportunities; Social, NASA Impacts US Culture Education: Inspiring Cultural, and Students as Only NASA Can Educational Legacies Social, Cultural, and Educational Legacies 459 NASA Reflects The Space Shuttle, which began flying in 1981 and ushered in an entirely new human spaceflight program, was a watershed for cultural diversity America’s within NASA and had substantial cultural impact outside the realm of Changing spaceflight. In the 1950s and 1960s, opportunities for American women and minorities were limited as they were often segregated into pink Opportunities; collar and menial jobs. NASA’s female and minority employees faced NASA Impacts similar obstacles. The Space Shuttle Program opened up opportunities US Culture for these groups—opportunities that did not exist during Projects Mercury and Gemini or the Apollo and Skylab Programs. NASA’s transformation was a direct consequence of a convergence of events Jennifer Ross-Nazzal Shannon Lucid that happened in the 1960s and 1970s and continued through the Helen Lane following 3 decades. These included: public policy changes instituted on the national level; the development of a spacecraft whose physical capabilities departed radically from the capsule concept; and an increase in the number of women and minorities holding degrees in the fields of science and engineering, making them attractive candidates for the space agency’s workforce. Over the course of the program, the agency’s demographics reflected this transformation: women and minorities were incorporated into the Astronaut Corps and other prominent technical and administrative positions. The impact of NASA’s longest-running program extends beyond these dramatic changes. -
The Implications of Comparable Worth's Reemergence in the Global Economy Daniel N
Hofstra Labor and Employment Law Journal Volume 24 | Issue 2 Article 6 2007 Finding Worth in the New Workplace: The Implications of Comparable Worth's Reemergence in the Global Economy Daniel N. Kuperstein Follow this and additional works at: http://scholarlycommons.law.hofstra.edu/hlelj Part of the Law Commons Recommended Citation Kuperstein, Daniel N. (2007) "Finding Worth in the New Workplace: The mpI lications of Comparable Worth's Reemergence in the Global Economy," Hofstra Labor and Employment Law Journal: Vol. 24: Iss. 2, Article 6. Available at: http://scholarlycommons.law.hofstra.edu/hlelj/vol24/iss2/6 This document is brought to you for free and open access by Scholarly Commons at Hofstra Law. It has been accepted for inclusion in Hofstra Labor and Employment Law Journal by an authorized administrator of Scholarly Commons at Hofstra Law. For more information, please contact [email protected]. Kuperstein: Finding Worth in the New Workplace: The Implications of Comparabl FINDING WORTH IN THE NEW WORKPLACE: THE IMPLICATIONS OF COMPARABLE WORTH'S REEMERGENCE IN THE GLOBAL ECONOMY I. INTRODUCTION Despite the success of civil rights laws over the last three decades to increase women's pay and workplace involvement, discrimination and other problems involving women in the workplace persist, presenting a necessity for new legislative solutions.' Although increased globalization and the impact of the knowledge economy 2 have brought 1. See KATHERINE V.w. STONE, FROM WIDGETS TO DIGITS: EMPLOYMENT REGULATION FOR THE CHANGING WORKPLACE 157 (2004) [hereinafter STONE, WIDGETS TO DIGITS] (noting that as a likely result of U.S. civil rights laws "the pay of white women working full time relative to that of their white male counterparts increased from 57.9[%] in 1965 to 71.3[%] in 1995," but that discrimination "now often takes new forms"). -
Updates to Washington's Equal Pay
Equal Pay for Equal Work: Updates to Washington’s Equal Pay Act Presented By: Presented By: Kathleen Kline Thomas Vogliano (206) 247-7014 (206) 247-7013 [email protected] [email protected] fisherphillips.com Overview of Presentation • Legal context . Federal and other state EPAs, anti-discrimination statutes • WA Equal Pay Act . Key language, defenses, remedies • Steps for employers . Revise policies, training, privileged pay audit fisherphillips.com 2 Existing Protections Under Federal Law • The Equal Pay Act of 1963 • Men and women must be given “equal pay for equal work in the same establishment” • Jobs must be “substantially equal” in terms of skill effort, responsibility, working conditions, and location. • Strict liability (no need to prove intent) • Affirmative defenses: . Seniority, . Merit, . Quantity or quality of production, or . Any factor other than sex fisherphillips.com 3 Pay Equity: State and Local Laws Gender Specific Gender/Other Prot. Salary History Inquiry Ban fisherphillips.com Interactive Map at: https://www.fisherphillips.com/equity Washington Pay Equity .State Equal Pay Act is updated and expanded . HB 1506 . Effective June 7, 2018 . Expands federal EPA protections .Washington Law Against Discrimination . Unfair employment practice to discriminate in compensation, promotions, or other terms and conditions of employment because of sex fisherphillips.com 5 Washington Pay Equity – Key Language Prohibits discrimination in any way in providing compensation based on gender between similarly employed employees of the employer. Prohibits an employer from limiting or depriving an employee, on the basis of gender, of career advancement opportunities that would otherwise be available. **No showing of intent is required fisherphillips.com 6 What’s included in compensation? • “Discretionary and nondiscretionary wages and benefits” • Likely this will be viewed broadly, similar to the federal Equal Pay Act to include all forms of remuneration . -
Civil Rights and the Gender Wage Gap in Utah (2020)
Civil Rights and the Gender Wage Gap in Utah A Report of the Utah Advisory Committee to the U.S. Commission on Civil Rights July 2020 Advisory Committees to the U.S. Commission on Civil Rights By law, the U.S. Commission on Civil Rights has established an advisory committee in each of the 50 states and the District of Columbia. The committees are composed of state citizens who serve without compensation. The committees advise the Commission of civil rights issues in their states that are within the Commission’s jurisdiction. More specifically, they are authorized to advise the Commission in writing of any knowledge or information they have of any alleged deprivation of voting rights and alleged discrimination based on race, color, religion, sex, age, disability, national origin, or in the administration of justice; advise the Commission on matters of their state’s concern in the preparation of Commission reports to the President and the Congress; receive reports, suggestions, and recommendations from individuals, public officials, and representatives of public and private organizations to committee inquiries; forward advice and recommendations to the Commission, as requested; and observe any open hearing or conference conducted by the Commission in their states. Letter of Transmittal Utah Advisory Committee to the U.S. Commission on Civil Rights The Utah Advisory Committee to the U.S. Commission on Civil Rights submits this report on the gender wage gap in Utah. The Committee sought to understand factors that may cause or contribute to the gender wage gap; the impact of the wage gap on individuals on the basis of sex and race; and the impact of federal and state level enforcement efforts aimed to address pay inequity. -
Pay Equity a Key Driver of Gender Equality
PAY EQUITY A KEY DRIVER OF GENDER EQUALITY In order to be competitive and to succeed in the marketplace, companies have to attract and retain the best talent. A per- son’s sex is not an indicator of either talent or competence, and this simple truth must be a key component of diversity strategies that reflect the world we live in. Valuing employees by ensuring pay equity should be an important component in a company’s hiring and retention strategies. However, women continue to earn less than men for work of equal value and the existing gender pay gap threatens to slow down efforts to achieve gender equality in the workplace. The imbalance in pay can be traced back to gender biases against women that seep into human resource processes in organizations. Actively managing pay equity should be a priority for companies aiming to close Peshkova/gettyimages the corporate leadership gap – not only because paying women and men equally is the right thing to do, but also because it makes good busi- ness sense. Pay equity is an important tool for companies “Pay equity appears to be a critical to advance women into leadership positions. An equitable driver of gender diversity, perhaps pay system allows companies to retain the best talent, boost because it not only improves the participation of women in the workforce, and build a positive value proposition for women but company image. It can also avoid reputation risk and poten- also can put women on a more equal tial legal claims. footing with men in the household – Companies can address the gender pay gap and drive pay with the effect that women are more equity by promoting transparency in terms of pay disclo- likely to stay in the labour force.” 1 sure, setting objective criteria for pay and promotions and by When Women Thrive, increasing awareness of the barriers women face in reaching Businesses Thrive, 2014, Mercer higher positions.