Eliminating Discrimination in the Workplace is the Responsibility of Management - Research Paper Example

 Eliminating Discrimination in the Workplace is the Responsibility of Management Introduction Discrimination is a pervasive phenomenon in all human societies. It is not a unitary act but combinations of complex phenomenon and related forms of human behaviours and thus discrimination as a term cannot be comprehended. Discrimination in occupation and employment means treating people less favourably because of certain features and characteristics that are not related to the requirement of the job. Discrimination is one of the most common types of workplace harassment (Gee and Norton, 1999). With the growth of industries and diversification, organizations have grown global in their operations. This has resulted in a cultural diversity in the workplace (Bolen and Kleiner, 1996). People from diverse backgrounds are working together under the same roof. Though this diversity makes the organization culturally rich, it also increases workplace discrimination. In the context of discrimination, it should be noted that different rewards and treatment in terms of different productivity levels cannot be termed as discrimination. Some occupations and some workers show more productivity than others, because of their enhanced skills, abilities and qualifications. This results in diverse returns at work, which is efficient and fair. The main aim of this study is to find out the various factors leading to discrimination and harassment at the workplace. The study will throw lights on the various types of discrimination, and the responsibility of the management to monitor and reduce the occurrences of discrimination in the workplace. The study will also suggest ways which can help in increasing the efficiency of the monitoring process and thus reducing discrimination. Role of Management in Eliminating Discrimination Different treatment to satisfy the special needs of particular employees is not discriminatory. For example, making sure that a disabled worker gets proper access to work, or making sure that a pregnant worker is not exposed to health hazards at workplace, is not discriminatory. Treatments based on individual skills are also not discriminatory (Bell et al, 2010). Discrimination can be broadly classified into six main types. Discrimination can be based on disability, sex, race, sexual orientation, age (Phomphakdy and Kleiner, 1999). Hemphill and Haines (1997) also described six main types of discrimination; Disability discrimination- Discrimination on the basis of disability is prohibiting and differentiating qualified individuals with disabilities in procedures such as job applications, hiring, recruitment, compensation, job training and in other conditions, terms and privileges of employment (Phomphakdy and Kleiner, 1999). For a long time, the definition of disability has been limited to visible factors such as blindness, loss of organs etc. But factors such as HIV have also been included in the definition. Age Discrimination- Age discrimination is basically discriminating employees on the basis of age. The Age Discrimination in employment Act (ADEA) was started in 1967 and was later amended in 1978 and 1986. It was basically to protect workers from the age of forty to seventy and it applies to all private employers employing 20 or more people. Sexual Harassment- Sexual harassment is the unwelcomed and prohibited sexual contact towards another employee, even when there is no threat involved (Antilla, 1999). Race Discrimination – Discrimination on the basis of race means providing lesser opportunities to people who differ significantly in terms of colour and culture and making situations in workplace unfavourable to people belonging to comparatively minor societies and cultural background (Wade, 2009). Sexual Orientation Discrimination – It has been found out that discrimination in workplace of the basis of sexual orientation of an individual, have started to emerge. Individual complaints brought into court or brought before human rights agencies have shown emerging evidences of violence and harassment directed at people because of their sexual orientation (Day and Schoenrade, 2000). Gender Discrimination – Gender discrimination is discriminating a person on the basis of gender. It generally refers to discrimination against women in workplace. Bullying- bullying in the work place is the repeated and unfavourable treatment of an employee by another person. It includes behaviour that offends, degrades, humiliates or intimidates a worker. Discrimination is still a common and recurring problem in the workplace. While some of the more blatant and visible forms of discrimination may have faded, many discrimination practices have taken new and less visible forms to escape the policies and regulations (Darity and Mason, 2008). Human dignity and human development both depend on a workplace free of discrimination. A workplace free of discrimination is the fundamental human right and the society, individuals and enterprises all stand to gain at large. Eliminating discrimination becomes necessary if the individual wants to choose their professional paths freely, build their talents and skills and be recognized according to their merit and performance. Discriminations lead to inequalities and unfair advantages in the labour market. Justice and fairness at the workplace increases self-esteem, motivation and morale of employees. A more loyal and productive workforce combined with quality management of human resource makes for competitive and productive employees, Discrimination is associated with stress, lower motivation and morale, low self-esteem and prejudices. Apart from this, long term exclusion and workplace discrimination can result in social fragmentation and compromise economic growth. Thus, eliminating workplace discrimination is a strategic step, which helps in building a more democratic and open labour market and reduces workplace conflict. Laws that ban discrimination and harassment at the workplace and promote equality are important and indispensable, but they are not enough. Forbidding discrimination does not ensure its complete disappearance. It requires effective enforcements, unbiased education, positive action, proper training and employment services and effective monitoring of the entire operation Supervisors and managers hold a responsible position in the organisation and because of this, it becomes very essential to ensure the all the immediate and responsible steps have been taken to eliminate discrimination and harassment in the workplace. As a manager, the person should set the voice for a respectful and stress-free work environment. The manager should lead by example by demonstrating respectful behaviours and not tolerating inappropriate and disrespectful behaviour. Managers must monitor the environment surrounding their workplace. They should pay attention to the tone of comments and interactions made between co-workers and any use of derogatory language or jokes, and check for increased absenteeism or staff turnover. If the supervisors or managers directly come to know or become aware of any harassment or discrimination taking place in the office, they should not wait for the higher authority or a complaint to be made but should address that issue as a priority (Anti- Discrimination Commission Queensland, 2007). The management of an organisation is responsible for developing and promoting a workplace which is free from harassment and discrimination. Issues such as grievance management, misconduct and substandard performances and workplace discrimination should be treated in a priority level. In situations where a complaint has been recorded by an employee regarding discriminations and harassment and the complaint is justified, the management should take necessary disciplinary action against the employee who is found guilty (Jim,. 1998). The managers who fail to take necessary actions even in witnessed incidents and allow harassment and discrimination to continue in the workplace should be penalized. This behaviour of managers is not acceptable and it leads to necessary disciplinary actions being taken against them. Since workplace discrimination can remain unreported, managers and supervisors in many organisations are encouraged to use individual Professional Development Plan (PDP) and staff meetings to discuss discrimination in workplace (Beausaert et al, 2013). To adopt a proactive and preventive approach the management should monitor the work environment and make sure that appropriate behaviour standards are maintained. The management of an organisation should make a strong commitment from the top. When the most senior management takes responsibility for equal employment opportunity and demonstrate a commitment to diversity, they send a strong signal to other managers, supervisors and workers (Department of Western Australia, University of Health, 2009).The management of an organisation are responsible for the following activities in general, to avoid and decrease workplace discrimination; The managers and supervisors should ensure that their work behaviour and conduct is respected and that the behaviour of the others is known to them. They should have complete knowledge about the people for whom they have managerial or supervisory responsibility. The managers should ensure that all staff in the organisation are aware of the policies related to workplace discrimination and harassment and understand their processes in details (Fahrenhorst and Kleiner, 2001). The managers should ensure the staff has necessary skills knowledge, support and expertise to make or resolve complaints. The managers should facilitate and encourage the participation of employees in various educational programmes which are specifically designed to identify and manage workplace harassment and discrimination. The management should keep a check on the workplace environment for potential harassment and discrimination symptoms and situations such as unexplained absence from work and constant isolation. Management should ensure that they have taken sufficient steps to stop provocative and offensive behaviour. The management should ensure that detailed records of the management are maintained and every complaint regarding harassment and discrimination are properly recorded. Established grievance procedures should be followed while dealing with any complaints regarding workplace harassment or discrimination. The management should ensure that the employees who are making complaints of discrimination and harassment are not victimised while making the complaint or anytime after the complaint has been lodged. In most of the cases the organisation does not have the right to intervene in harassing or discriminatory behaviour that occurring outside of working hours. An exception to this would be interactions and communication between colleagues where there is sufficient connection with their employment organisation, for example, an office party, business travel and accommodation, or use of a work related facility such as a computer or mobile phone (Cornell University, 2003). Here is an example of a company which made necessary changes in its policies to ensure that the discrimination of women in their company is avoided. The company has been regarded as one of the forerunners in boosting women’s representation at senior managerial levels. At present women account for 25% of the top 200 executives of the company. However, the company is aiming at increasing this to 35%. This act has come into action because of the policy delegated by government. The company also runs a plus-one programme applicable in the senior level positions where a woman is added to the direct reporting line when there is a vacancy. Conclusion The main aim of this study was to find out the various factors leading to discrimination and harassment at the workplace. The study explained about the various types of discrimination. Discrimination can be broadly classified as cultural, racial, gender, sexual orientation etc. apart from this, workplace discrimination can occur in the form of workplace harassment, bullying etc. The responsibility of the management to monitor and reduce the occurrences of discrimination in the workplace is crucial. When a workplace brings together workers of different races, sexes and ages, and treats them equally, it helps build a sense of common purpose. Thus it becomes imperatives for the organisations to take the responsibility of a discrimination free environment. The organisations have taken many steps for the monitoring and redressal of workplace discrimination. Strict compliance of the policies and regulations regarding workplace discrimination and harassment, by the employees as well as the managers are a prerequisite. The managers understand their role as a grievance redresser and follow them accordingly. In the example shown above, it can be clearly seen that companies are now strictly targeting a discrimination free work environment. This it can be concluded that workplace discrimination is a critical issue in every organisation and it is the responsibility of the management to monitor it thoroughly so that it can be redressed properly and minimised in course of action. However, there are few steps which companies can follow to increase their efficiency in solving issues concerning workplace discrimination. Organisations can train staffs as Workplace Contact Officers who can advise of the policies, listen to the complaints, and provide support to the complaints. Organisations should also encourage their managers to record every detail of the issues and complaints. This will help in finding out the recurring patterns in the problems and subsequently redressing the problem. References Anti- Discrimination Commission Queensland, 2007. Preventing & Resolving Workplace Harassment. [pdf] Available at < http://www.adcq.qld.gov.au/Right_to_Info/Policies/Workplace_Harassment.pdf [Accessed 20th April 2013]. Antilla, S. A., 1999. New developments concerning discrimination and harassment in the workplace. International Journal of Sociology and Social Policy, 21(8/9/10), pp.83 – 91. Beausaert, S., Segers, M., Fouarge, D., and Gijselaers, W., 2013. 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