The last few months have been trying for Maureen Park, the managing director of a small portfolio management firm. The firm's parent company, a large financial services concern, was performing below forecasts, and morale among Park's understaffed, overworked team of research analysts was low.
To make matters worse, Park's two best analysts both requested significant raises after their annual reviews. Both women expressed their belief that they were earning substantially less than analysts at comparable firms and probably less than lower-achieving members of their firm--including a male colleague who had been lured away from a competitor.
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