Diversity Management at Workplace - Assignment Example

nаging Еquаlity and Diversity at Work Name Institution Course Tutor Date Question 4: Diversity management refers to the practice of management that valorizes and recognizes multiple characteristics and individual lifestyle within a certain group of people (Tatli, 2011, 242). Diversity management allows recognition of individual workers according to their personal value and differences at the workplace. Through recognition of individual differences, the barriers faced by the disabled people at the workplace are fairly addressed whereby their situation is accepted and the disables people are allowed to fight for their rights (Heery, Abbott, & Williams, 2012, 53). The government of the United Kingdom has worked towards creation of a more equal and fair society where the rights of the disabled people are protected especially in the employment sector. According to the 2006 equality legislation, the UK government made it unlawful to show discrimination to the employees based on their disability. The equality and human rights commission in the United Kingdom focus at fighting for the crime associated with disability hate and ensuring fair treatment of the disabled people at the workplace (Yang, & Konrad, 2011, 23). It is clear that, the disabled people used to face hatred at the workplace based in their disability, but the emergence of diversity management, which is implemented at different organizations, disabled people started being understood and loved (Stanley, Ridley, Harris, & Manthorpe, 2011, 22). Ultimately, employers stopped selecting people when offering employment basing on their disability because the diversity management enabled many to understand that disability is not inability and the disabled people could deliver the same with people without disability (Colgan, 2011, 723). Other people in the workplace started supporting the disabled people and working together with them in consideration of their situation, as well as offering the required support whenever disabled people raise some personal problems at the workplace. The British Broadcasting Corporation developed a guide in the United Kingdom that is aimed at retaining the disabled staff at the workplace and it was distributed to the managers for them to understand how to support diversity and assist the disabled people in different areas at the workplace (Hoel, Sheehan, Cooper, & Einarsen, 2011, 139). This enabled many managers to understand the necessary ways of supervising and working together with the disabled people, as well as listening to their voices at the workplace (Kahn, 2012, 98). This enabled solving the problem that the disabled people used to face of being fired from work at any time and without genuine reasons. The managers also learned how to encourage togetherness among the staff, as well as teamwork in order to support the disabled people meet their career goals (Williams, Abbott, & Heery, 2011, 73). The disabled people were also given a chance of improving their skills and experience by being offered opportunities of attending training sessions at the workplace the same way with other employees (Foster, & Fosh, 2010, 570). There are various practices and discourses associated with diversity management in the United Kingdom whereby there is practice of the anti-discrimination law that enables provision of equal employment opportunities to all people regardless their disability (Woodward, 2012, 94). The disabled people receive the necessary protection and safety while at the workplace and they are rewarded equally with other employees (Al-Yagon, Cavendish, Cornoldi, Fawcett, Grünke, Hung, & Vio, 2013, 68). The bullying and harassment that used to be faced by the disabled people at the workplace ended and they started being offered equal pay because of emergence of diversity management. Question 5: Gender pay gap is termed as the variation existing between the women and men’s pay in reference to men’s pay whereby women earn less compared to the earning of men (Hirsch, Schank, & Schnabel, 2010, 321). The gender pay act was passed in 1970 in the United Kingdom by the UK parliament and it was aimed at reducing the gender pay gap. The act was focused at promoting the equal pay and women position at the workplace, as well as end of gender discrimination during provision of wages in the UK (Schober, 2013, 77). It is clear that, the gender pay gap still exists over 40 years of introduction of this act whereby there is unfair and discriminatory gender pay (Korpi, Ferrarini, & Englund, 2013, 34). There are various reasons leading to existence of gender pay gap even after passage of the gender pay act in 1970 and these reasons include the following; it is clear that, in the United Kingdom, the economy has raised broad gender inequalities whereby women’s skills are not provided the same value with those ones of men. In the UK, the gender pay gaps are based on the period worked whereby people are paid according to the number of hours that one work (Brown, Roberts, & Taylor, 2011, 90). This is where women have less time to be committed in the labour market because of other responsibilities, such as house chores and taking care of children unlike men. It is clear that, men are able to work full-time and this raises their hourly earnings compared to women (Blau, & Kahn, 2013, 34). In addition, women do not get enough time for investment compared to men in the United Kingdom (Manning, & Saidi, 2010, 691). It is evident that, women invest less money and time in their training and education, thus reaping different rewards as compared with men. There is discrimination in some areas at the labour sectors whereby employers do not like employing women because of the nature of job that is done in those organizations. This highly leads to the existence of the gender pay gap in the United Kingdom. It is clear that women do not get favourable part-time work because there is the belief that a woman is weak and cannot work under certain dangers that women are vulnerable to especially when working at night (Kulich, Trojanowski, Ryan, Alexander Haslam, & Renneboog, 2011, 311). In addition, many organizations do not offer chances for women to work in senior positions because of the belief that women do not have good leadership abilities and skills (Hayter, & Weinberg, 2011, 156). This discourages women from advancing their education and experience because they see it as wastage of money and time and yet they will still continue getting low pay compared to men who are at the same education level. The sex disqualification act in the United Kingdom do not still retain meaning in the labour sector and women are not allowed to enjoy equal rights in companies in the UK (Lips, 2013, 172). In addition, the employment practices implemented in the UK do not have the expected impact because the public employers do not ensure equal pay for equal work value in their organizations. References Al-Yagon, M., Cavendish, W., Cornoldi, C., Fawcett, A. J., Grünke, M., Hung, L. Y., ... & Vio, C. (2013). The Proposed Changes for DSM-5 for SLD and ADHD International Perspectives—Australia, Germany, Greece, India, Israel, Italy, Spain, Taiwan, United Kingdom, and United States. Journal of learning disabilities, 46(1), 58-72. Blau, F. D., & Kahn, L. M. (2013). 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