Fair compensation for a fair day’s work seems a relatively
straightforward concept, but it only takes one glance at a newspaper to
see that the stories of inflated chief executive pay, lost pensions, and
deferred benefits have become serious concerns.
This assessment examines how these policies are administered and the
decision-making process behind them. While many may have been embroiled
in the topic of how much CEOs are paid, you will be more concerned with
how the payment structure was set up, who decided it, and whether it
was within the policies of the organization and the laws protecting
every employee in their employee agreement.
Employment Law Violations
It seems that one of the most widely publicized employment law
violations relates to companies who fail to properly pay overtime to
their employees. We see commercials on television related to this topic,
and well known companies are often in the news for violating this law.
Most employers are required to pay overtime according to federal and
state law. Overtime is 50 percent of the employee’s hourly wage, which
means the employee is paid “time and a half” for each hour of overtime
worked. There are many exceptions to overtime laws, but generally
speaking, employees eligible for overtime are “nonexempt” employees, and
those not eligible for overtime are “exempt” employees.
Most state and federal laws set a weekly overtime standard. This
means that non-exempt employees who work more than 40 hours per week are
to be paid overtime for all time worked above 40 hours. Some states
(such as California) have daily overtime standards in addition to the
weekly standards. This means that non-exempt employees are paid overtime
for all time worked above eight hours per day, even if they do not work
40 hours in a week.
It is essential for HR practitioners, and all members of management,
to understand how to properly classify employees and accurately record
their time to avoid these types of violations. The laws are complex and
can be somewhat confusing because of the number of exceptions to the
rules.
Use the Capella library and the Internet to find and research a case involving overtime and related pay issues.
Then, write a 2–3 page analysis in which you complete the following:
- Summarize the case.
- Describe the central issues of the case and specifically address the company’s alleged errors.
- Describe the decisions that were made and the outcome of the case.
- Clarify your opinion regarding the reasons why this employee
should or should not have been paid overtime wages; describe how the
company can avoid similar charges in the future; and describe how the
court applied these criteria to the facts of the case to reach its
decision.
Additional Requirements
- Written Communication: Written communication should be free of errors that detract from the overall message.
- APA Formatting: Resources and citations should be formatted according to current APA style and formatting guidelines.
- Font and Font Size: Times New Roman, 12 point, double-spaced. Use Microsoft Word to complete the assessment.
- Length: A minimum of two pages, excluding title page and reference page (150–300 words per question).
- Bednar, J. (2014). Tackling the gender wage gap. BusinessWest, 30(23), 53, 63.
- Equal pay timeline|http://library.capella.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=95883183&site=ehost-live&scope=site|library.capella.edu|/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=95883183&site=ehost-live&scope=site” rel=”noopener”>Equal pay timeline. (2014). Congressional Digest, 93(5), 2, 32.
- Pay equity overview. (2014). Congressional Digest, 93(5), 3–7, 32.
- Subminimum wage for persons with disabilities under fire. (2012). Payroll Manager’s Report, 16(10), 11–12.Walsh, D. J. (2019). Employment law for human resource practice (6th ed.). Cengage. Available in the courseroom via the VitalSource Bookshelf link.
- Chapter 3, “Overview of Employment Discrimination.”
- Chapter 7, “Hiring and Promotion Decisions.”
- Chapter 11, “Wages, Hours, and Pay Equity.”
- Chapter 12, “Benefits.”
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