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Ineffectual performance evaluations and feedback can not only limit growth and encouragement but contribute to constant resistance to receiving such feedback, which over time leads to the psychological state of helplessness or learned helplessness.

These include: Exposure to problems and inequities with employer pay policies and structures;Pressure to increase employee wages;Fostering a climate of envy that adversely affects employee cooperation;Enhanced perceptions of inequity, leading to dissatisfaction, turnover, reduced performance, and even theft;Violation of employee privacy;Threats to self-worth for employees who are paid less than their peers.; These challenges are real, as demonstrated by the reluctance of management to share pay information with employees and a corporate culture that encourages pay secrecy ( Scott and Jordan 2018; Scott et al. 2020).

Nevertheless, given that pay outcome transparency — even in its more aggregate forms — can lead to such problems, several lower-risk policy initiatives may be more likely to win legislative support.

The leading edge of the Boomers (born 1946) reached the Social Security early-retirement age of 62 in 2008 and age 65 in 2011.

In this section, we show that the excess productivity that was not translated into compensation for the typical worker went to a higher capital share and wage growth for managers and CEOs, leading to wage inequality.