Comprehensive Management Report on Gender Pay Gap at Marks & Spencer

This report presents a management analysis of the gender pay gap, focusing on Marks & Spencer (M&S). The introduction defines the gender pay gap and its significance, setting the stage for an examination of the issue within the context of M&S, a global retail organization. The main body delves into the gender pay gap at M&S, highlighting discrimination concerns and the aim to reduce it. It outlines relevant legal regulations, including the Equality Act 2010, and discusses associated costs and benefits, such as improved recruitment and increased efficiency. The report also covers timescales and prioritization for managing the pay gap, offering recommendations to reduce challenges, such as promoting equal pay and addressing gender imbalances in leadership. The conclusion emphasizes the importance of equal pay for employee motivation and ethical business practices. The report references various academic sources, including journals and books, to support its findings and recommendations. The report is a valuable resource for students on Desklib seeking to understand the complexities of gender pay inequality in the workplace and how to address it.

Management Report on Gender
Pay Gap

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY..............................................................................................................................3
Management report on Gender Pay Gap.....................................................................................3
Aim..............................................................................................................................................3
Legal regulation..........................................................................................................................4
Cost and benefits that is related with gender pay gap.................................................................4
Timescale and prioritisation to manage gender pay-gap.............................................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Equal pay is one of the most important factor and principle and it work with aim of
offering and providing same salary to all individuals either man or woman. In simple terms,
gender pay gap refer to the variation between average cost and gross salary of men and women.
This is based on salary and it is paid directly to workforce for their roles and responsibilities.
This report is written from perspective of Marks & Spencer and it is a British retail organisation
which operate business in retail industry at global level (Ahamed, Wen and Gupta, 2019).
Moreover, this report highlights on gender pay gap that exists in Europe and it impacts on morale
of workforce to perform their role in an organised manner. Along with aim and legal regulation
to overcome from issue of gender pay gap will also be included in this report.
MAIN BODY
Management report on Gender Pay Gap
The Gender pay gap demonstrate difference between average gross hourly earning and in
context of M&S, management perform and operate their business at global level. So large
number of workforce including both men as well as women are engaged among organisation to
complete and perform company operations in minimum time-period. With understand of M&S
workplace it is identified that employee's face major discrimination on basis of gender. This is
also understand that across EU women generally face challenges to earn more amount of money
and this demonstrate gender pay gap that exists within company.
Aim
To understand and increase the knowledge about gender pay gap for reducing the
discrimination and workforce turnover from organisation.
The continued efforts to perform work with decided aspects define activists and policy which is
designed in different ways for reducing the gender in-equality and pay gap with in organisation.
Research demonstrate that gender discrimination is mostly in favour of men (Adams and Berg,
2017). So women face different challenges as most of policies is against towards women due to
which gender pay gap within UK, create problems for management because unequal pay and
gender pay gap create challenges to do same work in proper manner.

Legal regulation
The gender pay gap regulations, is also known as equality act, 2010 (Gender pay gap
information). Rules and regulations related with gender pay gap was came into force in month of
April, 2017. Along with this regulations require all voluntary-sector and private number of
employability who are more in 250 members. From perspective of M&S, there is different
number of authorities exists among organisation but at high number of authorities is controlled
by men due to which it is challenging for women to perform their role in appropriate manner. It
refer authorities make decisions that are in favour of men. So this is important for management
and external government authorities to analyse gender pay gap and it also generate data driven
plans to reduce the gap (Bergmann, Scheele and Sorger, 2019). Further, company take effective
decisions for addressing challenges because it aids management to enhance morale of workforce
which support M&S to complete their task with skilled workforce in organisation. In last, mean
and median average involve list of numbers and this evolves numerical order through which task
is completed by understand of jobs. Equal pay deals with pay difference that is used to perform
work between men and women and it define about jobs that make unequal difference and it also
illegal that women is paid less for same work. Equal pay, check out and audits play an important
role for improving motivation among workforce to perform job role in an efficient manner.
Cost and benefits that is related with gender pay gap
Employers undertake and implement different actions which is used for improving
recruitment and progression that is related with women. It also reduce gender pay gap and
guidance that summaries different approach and it show work that provide evidence to
individuals to perform work with widespread approaches. M&S management utilise high quality
data tools and this is used to understand drivers of gender pay gap. Like, problem or issue that
exists in M&S workplace, demonstrate that high position men authorities are more in number. So
target of external authorities and M&S management target to above factors (Bishu and Alkadry,
2017). This is used for improving and managing results that aids towards completion of task with
more efficiency.
The major guidance about organisation is based on the best available factors and it is
used for performing work with current aspects. Their are different randomised controlled factors
through which task is managed according to field and measure for performing work according to
objectives and it generate outcomes that improve overall performance of organisation. Along

with this management is focused towards implement of better evidence and this encourage
researchers and employers to take action such as offering right and equal wage. It aids
management for development of programmes by which organisation improve behavioural
insights that improve company performance through offering equal pay to all individuals
whether men or women.
The cost to manage and perform work with understand role of gender pay gap in retail
organisation specifically from perspective of M&S, define that mean average gap for fixed
hourly pay is reported by government (Howcroft and Rubery, 2019). Along with this
organisation reported their gender pay gap and data according to line of government regulations.
Gender pay gap reporting regulations states that mean gender pay gap for fixed hours pay is
3.3% (https://employeebenefits.co.uk/issues/february-2018/marks-spencers-gender-pay-gap/). So
the cost to manage and motivate workforce is accrued and this define about different bonus
systems and it results that 75.7% of female employee's received a bonus payment as compare to
66.3% of male workforce. Along with this under three quarters there are more than (74.7)%
employees received bonus payment and it pay high quartile through which M&S compare that
attributes related with gender pay gap define facts that more number of female workforce work
in entry roles as compare to male workforce.
Along with this M&S report and additionally offer their non-demographic pay figure, it is also
used to understand and complete task. This is used by management to recognise and understand
formula by which calculation related with mean gender pay gap is taken into account. This
demonstrate high volume of women states in lower reward levels. Moreover, with use of formula
related with non-demographic pay-gap figure results that it mean gender pay gap is reduced with
1.5%. Change in government rule specifically to provide more wage define that it enhance
income with 4%. This leads to improve cost as profits are decreased due to new rule to increase
wages and salary of workforce (Jones and Comfort, 2019).
Benefits obtained by minimise gender pay gap
Employers among all sectors provide benefits to individuals through providing equal pay
and it is also important for management because it aids M&S to complete their work according
to rules and regulations that is stated under equality act. There are different benefits obtained by
Marks & Spencer through minimising gender pay gap some of them are mention as follow:

 Managing organisation values- The main objective which is stated by organisation
through performing work with motive of managing value states about transfer and
implement right information to individuals. It not impacts on organisational as all persons
perform their work through managing right value that is used to perform and manage all
task in an appropriate manner.
 Increasing efficiency and productivity- With increase in organisational value it is
understand and identify that individuals perform an important role for completion of
organisational roles and responsibilities in an appropriate manner (McDonagh and
Prothero, 2014). There are different task performed by management so with understand
of company roles this is identified by management that persons specifically women
complete their role with more efficiency because they are motivated with equal pay.
 Enhancement in morale of employee's- This is important for management to enhance
as well as improve morale of workforce and the most appropriate method for performing
company role define and states that incentive, bonus and appraisal boost motivation of
workforce. This also recognised and improved company roles through which persons are
attracted towards performing their role with motive of managing company task in an
organised manner by providing monetary rewards to individuals.
Timescale and prioritisation to manage gender pay-gap
Gender pay gap generate better aspects and it define about performance of society and it
aids for completion of task through understanding plans. This also states about number of task
and it is designed according to number of society. Fortunately, a large number of organisation
define and manage about task. They are used in completion of work through minimising gaps
that aids in completion of work by overcoming from gaps which is relates with gender pay gap.
Some recommendation to reduce challenges related with gender pay gap is mention as follow:
 A various number of statistics shine and light on severity related with gender pay gap and
it states about completion of task through which work is managed by understanding
company rules that offer about understand of company factors through understand of
individuals roles like, if both men and women perform their work in equal manner than it
is easy for them to split individuals salary in proper manner.
 With motive of generating statistics it is claimed by individuals that all persons or
workforce who is engaged in operations and functions of respective organisation need ot

motivated through offering right rewards to individuals (Smith-Doerr and et. al., 2019).
So another recommendation state whether men or women who perform work with more
efficiency need to be rewarded for completing their work in an efficient manner.
 Last, recommendation which is related with Marks & Spencer workplace define that
there are large number of individuals exits specifically men who are at high position. So
this generate complexity for organisation as person engage at authorities make decision
who are in favour of male gender employee's. So directors must focus towards decision-
making because it aids to formulate and implement fair policy at work.
CONCLUSION
With understand and analyse of above report it is concluded that monetary pay perform
an important role for individuals. Along with this by offering right and equal pay to individuals
motivation or morale of workforce is increased. Gender pay gap is a major issue for organisation
and this states about challenges due to which it is easy to manage work in proper manner. Rules
and regulations perform an important role and this also aids management to complete their work
with ethical and legal approach.

REFERENCES
Books and Journals
Adams, A. and Berg, J., 2017. When home affects pay: An analysis of the gender pay gap
among crowdworkers. Available at SSRN 3048711.
Ahamed, M.M., Wen, J. and Gupta, N., 2019. Does board composition affect the gender pay
gap?. Economics Letters, 184, p.108624.
Bergmann, N., Scheele, A. and Sorger, C., 2019. Variations of the same? A sectoral analysis of
the gender pay gap in Germany and Austria. Gender, Work & Organization, 26(5),
pp.668-687.
Bishu, S.G. and Alkadry, M.G., 2017. A systematic review of the gender pay gap and factors
that predict it. Administration & Society, 49(1), pp.65-104.
Howcroft, D. and Rubery, J., 2019. ‘Bias in, Bias out’: gender equality and the future of work
debate. Labour & Industry: a journal of the social and economic relations of
work, 29(2), pp.213-227.
Jones, P. and Comfort, D., 2019. “Better Retail, Better World”: A commentary on British
retailers and the sustainable development goals. Journal of Public Affairs, 19(2),
p.e1910.
McDonagh, P. and Prothero, A., 2014. UNPACKING CORPORATE
SUSTAINABILITY. Waste Management and Sustainable Consumption: Reflections on
consumer waste, p.166.
Smith-Doerr, L and et. al., 2019. Gender pay gaps in US federal science agencies: An
organizational approach. American Journal of Sociology, 125(2), pp.534-576.