Discrimination

Diversity is what the world is made of. Without diversity, the world would be an uninteresting and inhospitable place. Without diversity, there would be no variety of opinions or alternate views. There would be no different views or ways of thinking. Being diverse provides a way for people to express opinions and views to others who may not have pictured a situation the same. Four factors that cause diversity are ethnicity, gender, religion and sexual affinity. These groups have an outcome on the course of daily choices. The author of this paper will look into each of the groups and how the aspects have an impact on individual behavior.

Ethnicity has an influence on behavior that cannot easily be ignored. At work the influences of ones ethnicity is dealt with everyday. African-American stereotypes have led to “being black as similar to having a felony conviction when regarding the chances of finding a job. The results of a study suggested black men must work at least twice as hard as equally qualified white men to rise above the stigma their skin color provides (Pager, 2009).”

The humiliation is, for the most part, due to labeling. According to Devine and Elliot (1995), in the 1930’s the adjectives used to describe an African-American were superstitious, lazy, and ignorant, and today the adjectives vary from unintelligent, loud, and criminal to musical, athletic and very religious. Discrimination is often difficult to observe, and yet, despite the antidiscrimination laws discrimination still occurs.

The author of this paper is a case manager for individuals with developmental disabilities, and observes the subtle nuance of bigotry almost on a day to day basis. Being articulate and having a name that belies the true ethnicity frequently surprises people when meeting in person.

The dumbfounded expression is not easily hidden regardless of one’s efforts to mask it. Statements such as ‘you sounded different over the phone, or you look nothing as I imagined’ are uttered frequently during these meetings. After such meetings, those who are truly prejudiced will request to work with someone else; giving superficial explanations to the request. For example, ‘we prefer to work with someone with more experience’, or with a man, regardless of the fact the author has more than 20 years of experience in the profession.

Being African-American has its hardships. In addition to that adversity, consider the privation of being an African-American woman. The author’s supervisor admitted to being cautious with relaying the information about the requests of those who had recently met the author in person. Why was the supervisor afraid to approach the author? Because, the African-American woman is often portrayed as a defiant, smart-mouthed, sassy, finger-waving and eye-rolling person, it is easy to understand her fear. The African-American woman has to be diligent in the efforts to contradict the assumptions.

Just being female impacts a woman’s behavior. Women are portrayed as and believed to be whiners, nags, flakes and shopaholics. Women are thought to be helpless and in need of rescuing; by a man, of course. In the business world certain jobs have traditionally been considered gender specific. A woman who holds a stereotypical masculine position, such as construction ‘foreman’, is capable to use the equipment just as successfully has the men, but often the men see her as delicate; unable to work too hard, resulting in less productivity and more stress in the workplace. Women want the same respect, opportunities and responsibilities as men. However, chauvinistic attitudes often obstruct a woman’s advancement. The author has overheard such comments as: ‘she doesn’t need a promotion, her husband makes more’, presuming a female employee has no right to a full fledged career, or a larger salary comparable to the male employees. Surprisingly, the comment was made by a female.

Sexism is evident in all areas of life. For example, people debate if women should play a sport traditionally played by men. The year 1896 is when women playing football was first documented. The men’s reaction to the football game was mentioned more than the game itself: ‘the crowd of men looking on, excited by the struggle, closed in with a rush.’ It was not until 1970 that a woman was allowed to play on a men’s semipro football team and not until 1999 did The Women’s Professional Football League begin playing professional women’s tackle football games (Women’s Professional Football League, n.d).

Sexism exists in religion as well. To the Catholic Church, Mary, the mother of God is the most perfect human being. Yet, a woman cannot be ordained as a priest. The woman’s highest role in the Catholic Church is that of a Nun; a servant living under vows of poverty, chastity, and obedience. In other faiths women have more of a role, for instance in the Episcopalian religion; a woman may be a priest.

In Judaism rabbis have been known to depict women as envious, unproductive, lazy, greedy, and prone to gossip. In Judaism a Jewish woman’s role in life is traditionally a wife, mother and keeper of the household. The Jewish woman knows her place and the depictions have discouraged many women from pursuing an education, career advancement and sexual affinity (Marcy Hyatt, personal communication, January 7, 2009).

Marcy Hyatt, a Jewish woman and a homosexual, also reported her experience of being homosexual and being Jewish as parallel. She has fought prejudice and fought for civil rights, and although she no longer has to fear being visible, she continues to work to maintain her self-worth in the face of ignorance and bigotry.

According to the American Psychological Association (2004) while sexual orientation is not a conscious choice that can be voluntarily changed, several homosexual and bisexual people seek to change their sexual orientation through therapy, often coerced by family members or religious groups. In the United States, homosexual and bisexual people often meet widespread violence, discrimination, and prejudice. The discrimination takes many forms from being denied raises, promotions and getting poor performance evaluations to bullying in schools. The fear of being known as a homosexual or bisexual has led to men hiding sexual orientation from loved ones and doctors thereby possibly putting themselves and loved ones at an increased risk for HIV/AIDS.

Regardless of the fact that no one can avoid diversity, people fear differences and seek only what is perceived as safe; remaining ignorant to what others have to offer. Fearing people different from us is a natural tendency because of how we were raised. When we treat one another as individuals with feelings, then we will experience true multiculturalism.

Tailor’s novel shows how racism and injustice continues even after when black slavery was ended as it is an unfortunate part of America’s history. Cassia experiences racism and injustice in the store at Strawberry since she was treated unfairly since she had to give priority to white people in the queue Just because of the color of her skin. In this essay, it will contain how racism and injustice Is shown when Cassia was at the store, how It affects the reader and the Intentions of the author In this passage.

Racial discrimination Is when you are showing abusive behavior towards members of another race, In this case It Is Mr.. Barnett discriminating Cassia. Injustice Is shown throughout the passage as white people were superior to black people as they were segregated by the Jim Crow Laws which gave white people more power over black people. In the passage, Mildred D Taylor shows that racial discrimination still existed during the Great Depression as Cassia was racially abused. For example, “Whose little Ruggeri Is this! This reveals that Mr.. Barnett Is a racist person as he Is purposely calling classes a “Ruggeri” which Is offensive to black people. The writers intention to use the word “Niger” was to show that it was an alternative word to call a black person and how it was used frequently during the Great Depression and the slavery times towards black people. This makes the reader understand the word “nighВ« was a word used every day and offensively towards black people during the Great Depression.

It was also so common that white people felt it was alright to say “inning towards a black person since there was no consequences for saying a racist word as black people were inferior. However, even Hough the word “Niger made Cassia angry since she doesn’t understand that white people were superior during the Great Depression but Stacey seems to understand and had to accept this as he is older than Cassia so therefore, he has experienced more things such as this event but inside him, he retains his anger as he knows the consequences.

This creates an effect on the reader as he/she would think this is vile and disgusting so therefore, since Cassia loves making revenge plans, the reader would be eager meaning that he/she will continue reading to find out more. This elapse the reader to understand that even after when black slavery was ended, black people were still continuously discriminated with the word “Niger” as the Jim Crow Laws kept white people superior to black people. Mildred D Taylor also shows that Injustice still existed during the Great Depression as black people were not allowed to question/speak up for themselves.

For example “This gal your, Hazel? ‘ ‘No sun,’ answered the women meekly, stepping hastily away to show she had nothing to do with me”. This shows that black people wasn’t allowed to speak up for themselves because of the UK Klux Klan as they threatened black people. The Jim Crow Laws allowed white people to gain superiority over black people so therefore; If a white person killing a black person, the white person will not be charged meaning that Injustice existed even when slavery was finished so black people lived In fear as Hazel was “stepping hastily away to show she had nothing to do with” Classes.

The writer’s Intention was to show that black people wasn’t allowed to speak up for themselves so therefore, they still didn’t have freedom even after slavery was ended people. This helps the reader to understand that during the Great Depression, black people were muzzled by white people because there was a lot of injustice and racism towards black people which made black people inferior. In the passage, black people were not allowed to touch white people which made black people inferior. For example, “and tugged on his shirt sleeve to get his attention.

He recoiled as if I struck him”. This shows that some white people like Mr.. Barnett didn’t like to be touched by black people because he thinks that they are dirty and disgusting as he “recoiled” when Cassia tried to get his attention. From this, the writer’s intention is to show that white people didn’t like being in contact with black people as they think they are too superior to them during the Great Depression. The writer also showed that black people was viewed as dirty people so therefore, white people didn’t allow black people to touch them.

This helps the reader to understand that not only black people was discriminated but they wasn’t allowed to touch white people which means they didn’t have freedom as they couldn’t touch white people and they were treated like filth. The writer also intended too “recoiled as if I struck him”. This creates an effect n the reader as it gives a better imagery of how Mr.. Barnett reacted when Cassia tried to get his attention. If a black person touched a white person then the black person would be punished and would probably be lynched Just because he touched a white person.

This is similar to Emmett Till’s case but instead he said “Bye, baby’ to a white female as he was leaving a store but then he was tortured and murdered because of what he said. This shows that black people had no freedom as they could only do certain things towards a white person but instead white people would be able to do anything to them. In the passage, Mildred D Taylor shows that racial discrimination and injustice continued during the Great Depression as black people were treated unfairly. In this case, Mr.. Barnett treated Cassia as an inferior person so he told Cassia to get her “little black self back over there and wait some more”.

This reveals that black people had to be served last in a queue which shows that black people were treated unfairly during the Great Depression as Cassia was forced to wait longer even though she waited for a while. Mr.. Barnett also shows no respect towards black people as he said “little black self”. The writer’s intention is to show that black people was racially discriminated in a shop as they were treated unfairly and had to wait until all the white people was served during the Great Depression.

This helps the reader to understand that even black children was racially discriminated during the Great Depression as Cassia had to wait longer until all white people was served but Cassia understands that adults “ruled things and there was nothing that could be don’t about them. ” This reveals that Cassia understands things about adults but doesn’t understand why white people are superior to white people and also made Cassia upset as she was being so kind to Mr.. Barnett but Mr.. Barnett responded rudely.

In conclusion, this passage helps the reader in many ways to understand the theme of racism and injustice such as understanding how life was like being a black person during the Great Depression, how unfair it was and how they lived in fear such as when Cassia was racially abused by Mr.. Barnett. Injustice and racism is shown throughout the passage as Mr.. Barnett racially discriminates Cassia. The passage also helps the reader to understand the theme of racism and as when Hazel was scared and had to be silenced by Mr.. Barnett.

Facebook Inc. said on Friday it would stop advertisers from using its ethnicity-based ad-targeting feature on some ads, following criticism that advertisers could misuse the tool.

The feature, intended to help advertisers reach ethnic groups with relevant ads, has come under fire from politicians and civil rights leaders for allowing advertisers to exclude users from seeing ads based on their race.

Facebook will disable use of the tool, called “Ethnic Affinities,” for ads that offer housing, employment and the extension of credit — areas where certain ethnicities have historically faced discrimination, the social network said in a blog post. 

“There are many non-discriminatory uses of our ethnic affinity solution in these areas, but we have decided that we can best guard against discrimination by suspending these types of ads,” Erin Egan, Facebook’s chief privacy officer, wrote.

Facebook’s advertising policy will now require a commitment from advertisers that they will not engage in discriminatory advertising on its platform, the company said.

ProPublica, a non-profit news organization, reported last month that Facebook lets advertisers exclude users by race, possibly violating federal housing and civil rights laws. 

Facebook said it would also provide material to educate advertisers about advertising related to housing, employment and credit.

(Reporting by Aishwarya Venugopal in Bengaluru; Editing by Sai Sachin Ravikumar)

P1- There are many legal requirements to an inclusive practice in a pre-school these are: ·Inclusion-special Educational needs code of practice and SEN DFES 2002 ·Special Educational Needs and Disability Act 2001 ·The National Care Standards 2001 ·Convention for the Rights of children 1999 ·Human Rights Act 1998 ·Disability Discrimination Act 1995, 2005 section 1 (1) ·The Beginning of statementing –the Education Act 1981 ·supporting children under5 years, extending parents and publishing codes of practice- education Act 1996 ·children’s Act 1989 ·The criminal Law 1967 (2000) ·Race Relations Act 1976 Sex discrimination Act 2000 ·The Equality Act 2006 ·Standard 9 of the National Standards ·The disability Discrimination Act 1995 ·The UN Convention on the rights of the child- to be protected from all forms of discrimination ·NCPCC ·Education Act 1996 To protect the children and their families within the setting from discrimination and their human rights, practitioners will need to organise and plan the setting and activities, for an inclusive practice. Practitioners have a responsibility to help children and their families to resect and value each other within the setting.

P2- The importance for a setting to have an inclusive practice is every child and their family is legal entitlement to have access to an inclusive education, what every their gender, age, accomplishment, ethnicity, special educational needs, or ability in spoken English. All Early years settings are required to develop and promote an inclusive policy and encourage children, parents the community and practitioners in sharing values of every individual in the setting and to adapt the setting to include everyone, so they discover and play and be supported by a key worker.

P3 – the policies required to provide a healthy pre-school setting are: · Risk assessment ·Food and drink ·Infection control ·Fire safety ·Accidents and emergencies ·Evacuation of medicine ·Hygiene and health safety ·First aid ·EYFS ·Safeguarding children ·Behavior management and bullying ·Sickness ·Safety of adult ·Complaints procedures ·Equipment and resources ·Intruder ·Lost child ·Special Educational needs/ disability ·Staffing and employment ·Student placement ·Parental involvement ·Curriculum planning · Emergency closure ·Confidentiality ·Nappy and soiled clothes changing No smoking ·Valuing diversity ·Record keeping ·Child protection ·Accident book ·Hygiene ·Windows, doors, floors and security ·Outdoor area ·Insurance ·Safety on outings · Pets in the sessions ·Signing in and out the setting ·Children’s and staff allergies P4- practitioners should have Health and Safety training and regularly update their knowladge and the understanding. The pre-school should display the necessary health and safety posters prominently in the main room and control of substances hazardous to health (COSHH) certificate were needed to make aware to all.

There are Five steps to sensible risk assessment: · Identification of risk or hazards Before pre-school starts a daily risk assessment should be done, checking each room all the equipment that is out of the session making sure there is no hazards. The outside area practitioners need to vigilante to make sure that no animals have got in to the garden and the plants are safe. Using the risk assessment check sheet when you have passed a hazard. ·Decide who is at risk- Basically anyone that is in the setting, if you share the setting with someone else their need to be informed about the risk. Evaluate the risks decide on precautions: Make a plain of action and implement further action and implement further safety measures. Grade the risk High risk, medium risk, and low risk. ·Recording the risk- if the setting has more than five members of staff you need to record the risk. Although if the setting has less than five it still makes good practice to record the findings. ·Monitoring and review- how do you know if what has been decided is working, or is through enough? If it is not working, it will need to be amended.

P5- Providing an environment to promote emotional security for babies is important as they need to feel secure, safe and happy so there will be able to grow and develop and can reach their full development potential. A key worker is allocated to each child that starts at the setting, the key people’s role is to ensure that the child and their parent are settled and understand the key person’s role. This is a good way for each child and parent to see a familiar face and the parent can be reassured that their child is going to get temporary security from the key worker when the parent eaves the child at the setting. A variety of experiences should be on offer to help the babies’ emotional security: ·Mirrors ·Baby gym ·Eye contact ·Smiles ·Rattles and mobiles ·Talking ·Gentle handling ·Holding the baby whilst feeding ·Bright color books ·Encourage laughing Staff needed to be attentive of the signs when a baby’s low self-esteem, keep praising the child, creating a happy relaxing atmosphere with lots of physical reassurances. P6-

Should sexual preference determine marriages?

This is the ongoing debate our generation will have to address. California has been in the epicenters of this debate; as we witnessed voters oppose gay marriage in the elections of 2008. The success of Proposition 8 discriminated against those of homosexual orientation. Proposition 8 adjusted California’s marriage laws to prevent a change in language, favoring the majority of heterosexual America. As California’s constitution in article 1, section 7. reads, “Only marriage between a man and a woman is valid or recognized in California” (California Marriage Protection Act). This perception of marriage adopted to be law is built upon gender identity ideals that men and women have to fulfill. Women are to marry that of the opposite gender and sex. Accordingly, the language used to describe marriage was contorted by gender ideals in the fight for Proposition 8. Those for Proposition 8 argued it would restore the definition of marriage. From this perspective, marriage is seen as a tradition that is natural and immutable.

Marriage is a right that cannot be exercised by all due to sexual preference. Gay and lesbians are discriminated based on societies resistance to amend the definition of marriage past sexual preference. Additionally, the language used to describe marriage and the roles of individuals, is a major outlining factor behind the issue itself.

Analyzing the language used in both arguments allows us to delve further into this question and expose why Proposition 8 should have been abolished. Proposition 8 is simply a resistance to change in language in how we come to define marriage. “Typically, language changes as a result of social political and economic processes such as lifestyle changes, new experiences, counters with technologies and communication media, colonization, or migration” (Litosseliti 19). Although political action may try to slow down this historical ongoing change in language, just as the world changes, so will the language.

Marriage will eventually cease to be defined by the standards of sexual preference. In such, the argument against Proposition 8 holds more validity than those in favor of it. Those opposed to Proposition 8 rely on California’s constitution promise for equal rights and freedom to every person, gays included. This allowed those opposed to use powerful words associated with civil rights such as, equality, dignity, freedom, and respect. These are portrayed to the audience from a gay language lending more of feminine like characteristics of care, nurture, and support.

This gay language serves a purpose in relaying the message to oppose Proposition 8. As scholar Don Kulick believes, “…homosexual slang serves communicative functions, the most important of which is to ‘reinforce group cohesiveness and reflect common interests, problems, and needs of the population’ (Sonenschein 1969:289)” (Kulick 250). They used the gay slang as to draw attention from all gay and lesbians to feel connected. They refer to themselves as the “gay community”. This self maintained identity allows them to reach out to all gays and lesbians.

For instance, there is a great example in YouTube, where the protest against Proposition 8 continues. In their advertisement they are promoting the Eve of Justice March for gay rights. In the video words displayed are “if you believe…” followed by the alternating words such as life, happiness, kindness, beauty, compassion, and love. These words of sentiment and support are a prime example of the gay language inducing activism throughout the gay community. “In constructing particular subject positions for the readers or viewers, advertisements play a role in constituting identities” (Litosseliti 108).

The gay language so to speak allows them to create a desired identity for the gay community, which allows them to mobilize themselves within their civil rights movement. Additionally, the gay community has maintained a similar identity to heterosexual relationships on what role individuals play in a marriage. They believe in the similar manner as to what is expected out of a relationship. For instance in the official voters guide an example of daily interaction between spouses is descript as if to show they are not much different than a heterosexual marriage.

The guide postulates, “When you’re married and your spouse is sick or hurt, there is no confusion: you get into the ambulance or hospital room with no questions asked. The gay community displays the similarity of marriage interaction in daily life is the same as any other marriage would be. Marriage roles are portrayed to be similar, and the situation presented above uses words such as, hurt and sick.

This invokes the audience to relate to the situation presented of care and nurture for one’s spouse. Although, there are some differences in the expected roles in a marriage, for only a single gender identity is shared between the spouses. For instance, in the role of a wedding usually both partners wear the traditional clothing used for their sex. Lesbians dress in wedding dress attire as the gay men wear the traditional suit. This infers that in a gay marriage their roles are different than that of traditional couples.

It objectifies the image of two masculine or feminine figures in a relationship, demonstrating marriage is about love, and not fulfilling prescribed gender roles. The symbolic meaning of commitment is also displayed through the exchange of wedding bands. The gay community’s ideals on marriage are centered more around love than sexuality. Gays use this traditional wedding practice as a way to explicate the language of love, and equality in marriage. To the contrary, those in favor of Proposition 8 argue the need to restore the definition of marriage for the sake of protecting the children.

They argue that marriage itself is traditional and the meaning needs to be reallocated for sexual preference. The argument is made that domestic partnerships give all the same rights as a marriage just the title is different. Further, the language used to describe gay marriage is severely negative. Gay marriages are described as “same-sex marriages” for the sole purpose of pointing out the sexuality of the marriage. We can distinguish this in the arguments presented that our children are to be protected from.

The voter’s guide reads “It protects our children from being taught in public schools that ‘same-sex marriage’ is the same as traditional marriage” (Official California Legislative Information). The argument uses strong words such as protect and traditional as if gay marriage were a threat to our society. Those in favor of Proposition 8 question why they should have to deal with gay marriages when raising children. As I recall there was an advertisement on television during election warning people about societal issues our children will have to deal with. The commercial demonstrated a hild’s confusion as to why she had 2 daddies, yet mommies were the ones who made the babies. The child’s confusion of marriage sexual identities promotes gay marriage as a social issue in raising kids. Those in favor of Proposition 8 claim that gays are putting their adult desires first before the children. Derogatory terms are used in protests against those who oppose Proposition 8. In rallies across California supporting Proposition 8, such as the one on the left, implement the feeling of hate. The term fag implies a negative connotation upon the being homosexual.

Additionally, the word depraved implies that the gay lifestyle is a social burden to America. Those who support the banning of gay marriage perceive this as a social problem of a minority group trying to change social culture. Gays should live private lives and not bring their lifestyle to the public arena and force society to change. Moreover, the argument against Proposition 8 holds a much stronger stand against those who support it. First, we must understand that language in society will always change and adapt to the needs of society.

Marriage just as many other words will be redefined as society expands out of the two traditional gender roles. The gay community needs to be included as the law has to prescribe to everyone equally. As we see in the protest rallies, the movements’ association with civil rights of the blacks helps their argument gain solidarity. A popular slogan across protests was “Gay is the new Black”. I experienced protestors in Fresno, CA yelling this to supporters of Proposition 8. The correlation of the blacks civil rights display their desires and emphasize discrimination.

In addition, supporters claim children will be confused as to sexuality preferences, yet sexuality preferences don’t usually profess themselves until puberty. In this adolescence the children will be able to cognate their own sexual preference. Those in support are simply trying to prevent gays from their prescribed rights. When have we ever heard of a vocabulary word that needed its definition restored? Marriage is defined differently by many societies and who are we to say that a minority group should be exempt from it.

As the gay language further manifests itself with civil rights language, it will draw increasing support from the gay community as well as civil rights activists.

References

1. California Marriage Protection Act, § 7. 5. Kulick, Don. “Gay and Lesbian Language. “
2. Annual Review of Anthropology 29 (2000): 243-85. Litosseliti, Lia. Gender and Language Theory and Practice. New York: A Hodder Arnold Publication, 2006. Official California Legislative Information. 04 Nov. 2008. California Legislation. 05 Mar. 2009 .

?WORKPLACE DIVERSITY Introduction In modern times, diversity management has been brought to the forefront of organisational issues due to factors such as globalisation and the emerging cultural and individual differences that emerge as a result of this diverse world. The purpose of this paper will be to explore the topic of diversity as it relates to the workplace by discussing perspectives from union groups and HRM practitioners and to investigate the barriers to workplace diversity.

Through the discussion, the advantages of diversity will be discussed with an emphasis on the implications for the HR function of the organisation. Overview Workplace diversity relates to the presence of differences among members of the workforce (D’Netto & Sohal, 1999). By creating a diverse workforce organisations are able to tap the ideas, creativity, and potential contributions inherent in a diverse workforce (Aghazadeh, 2004). Diversity in the workplace includes culture, gender, nationality, sexual orientation, physical abilities, social class, age, socio-economic status, and religion (Sadri & Tran, 2002).

These individual characteristics shape an individual’s perception about their environment and how they communicate (Kramar, 1998). Organisations can approach diversity is three differing ways: affirmative action, valuing diversity and managing diversity. Affirmative action attempts to monitor and control diversity in an organisation and in doing so senior management can affect the hiring and promotion of individuals (Sadri & Tran, 2002. ) An organisation assumes new individuals or groups will adapt to the norms of the organisation, and will not resist due to fears of reverse discrimination (Sadri and Tran, 2002).

Valuing diversity can allow an organisation can focus of the benefits of the differences, therefore developing an environment where all individuals are valued and accepted (Sadri & Tran, 2002). Those members who feel valued to their organisation tend to be harder working, more involved and innovative (Agahazadeh, 2004). Valuing Diversity can affect employees’ attitudes positively, however resistance can be experienced due to a fear of change and individuals discomfort with differences (Sadri & Tran, 2002. ) Finally, managing diversity is when organisations build pecific skills and create policies which obtain the best values of each employee, which will create new ways of working together (Sadri & Tran, 2002). It will provide an opportunity for organisations to manage a workforce which emphasises both organisational and individual performance, whilst still acknowledging individual needs (Kramar, 1998). Although diversity has always existed in organisations, individuals tend to repress their diversity in order to conform to the norms of the organisation and fit into the stereotype of the typical employee (Kramar, 1998).

Mismanagement of diversity as a result of unfavourable treatment can inhibit employees working abilities and motivation, which can lead to a lowered job performance (Aghazadeh, 2004). If an environment works well for employees, diversity will work against the organisation, hence the lack of an enabling environment (Kramar, 1998). These fundamental components of workplace diversity can be further viewed through the varying perspectives of union groups, HRM professionals and organisations.

PERSPECTIVES AND RATIONALES ON WORKPLACE DIVERSITY From a union perspective Historically the role of unions concentrated mainly on the fight for higher wages, shorter hours and better working conditions. However in recent years a shift has occurred to fighting rights for a diverse workforce (Barrile & Cameron, 2004). Management aims to maximise the contribution of all staff to work towards organisational objectives through forming guiding teams for diversity, training to improve languages and celebrating success.

Unions however, implement diversity differently (Barrile & Cameron, 2004). A feminine approach to leadership has been undertaken to broaden a diverse representation. For instance, under the management of CEO Brian Schwartz, Ernst & Young Australia has doubled the number of female partners to ten per cent, made changes to a ‘blokey’ culture and introduced a women’s leadership forum, among other initiatives (Robbins, Bergmann, Coulter & Stagg, 2006). Women union leaders tie diversity in leadership to long-term union survival, articularly in light of the impact that diversity has on organising successes and increased visibility of unions to potential female members. Most of these leaders expressed a “sense of urgency” about the need to advance women and saw continuing barriers that prevented women from entering and remaining in top positions (Mellor et al. , 2003). To overcome such barriers implementations such as commitment to advancing women in the workforce and supporting internal structures to activate women have been undertaken by union’s worldwide (Melcher, Eichstedt, Eriksen, Clawson, 1992).

Unions have officially recognised caucuses or other groups that permit people of different colour, including women, to discuss issues of concern within their union as well as in the larger workplace and community (Mellor et al. , 2003). Unions have provided mentoring and leadership training programs. Efforts undertaken by unions to foster diversity have resulted visible changes at all levels of leadership. The remaining task is to make those changes bigger and more permanent.

The fact that there is more to do does not mean there is failure; it simply means reinforcing longstanding labour movement commitments to dignity, justice and equal opportunity for all working people (Melcher, Eichstedt, Eriksen, Clawson, 1992). Building on the rationale provided by different union groups, HR practitioners also recognise the importance of promoting a diverse workplace and recognise the impact on business goals. From an HRM perspective There are many HRM perspectives that relate to diversity management in organisations.

Most of these HRM perspectives lead towards the contention that a successful diversity management policy can lead to a more competitive, functional organisation. In light of the perspectives and rationales discussed in the HRM literature, there a range of implications for HR managers concerning diversity in the workplace. Management of diversity relates to equal employment opportunity, but effective diversity management goes beyond the basic requirements of an equal opportunity workplace (Barrile & Cameron, 2004). It is important for HR to determine an effective diversity management policy to be able to encourage a more iverse workplace. The most important job for senior HR managers is to consider how diversity will benefit the organisation and how to define its role in the context of the organisation (Kreitz, 2008). An organisation’s diversity policy should aim to establish an heterogeneous workforce that is able to work to its full capacity in an environment where no member, or for that matter group of members, have an advantage or disadvantage based on their individual differences (Torres & Bruxelles, 1992, as cited in D’Netto & Sohal, 1999).

In exercising their role, HR managers must constantly apply the principles of diversity in order to maximise and sustain the benefits of a diverse workforce. This means HR managers need to be able to link recruitment, selection, development and retention policies to the overall diversity policy of the organisation (Yakura, 1996). Furthermore, the aforementioned should be carried out with a direct link to the overall business goals, the various shifts in the labour market as well as the more contemporary effects of globalisation (Cunningham & Green, 2007).

There are three initiatives that an organisation should utilise to increase the efficiency of its diversity policy. Firstly, there is a need for HR, when recruiting, to increase the representation in the workplace of historically excluded groups (Conrad & Linnehan, 1995). Secondly, the diverse workforce needs to have the necessary empowerment to influence, or at least have input to organisational decision making (Cunningham & Green, 2007). More strategic implications for diversity management exist that recognise the emergence of Strategic Human Resource Management (SHRM).

Such implications include building diversity strategies into an overall future success plan, integrating diversity practices with senior management practices and encouraging career development opportunities for all employees (Cunningham & Green, 2007). Ultimately, managing diversity should promote competitive edge in the organisation by recruiting the most appropriate people for the job regardless of their perceived differences (D’Netto & Sohal, 1999). From an organisational perspective: ANZ and Westpac

ANZ Bank has responded to the common trends of the Australian workforce with programs to attract and retain a diverse environment that reflects their customer base (ANZ, 2008). An organisation is focused on creating an inclusive culture where all employees are able to contribute, as they believe that diversity and inclusion are essential for high business performance (ANZ, 2008). By managing diversity within the organisation, ANZ is provided with the best talent and a wide variety of experience to achieve success within a global workforce.

Similarly, Westpac is determined to enable a diverse workforce that reflects their customers (Westpac, 2008). Westpac has created a culture that understands values and utilises the differences within people, where people can achieve success without encountering bias or being harassed because of gender, race or disability (Westpac, 2008). Both organisations have made efforts to create a diverse working environment through varying HRM practices. For example, HRM within ANZ created the “My Difference” survey which surveyed more than 13, 500 employees (ANZ, 2008).

Within this survey, HR is able to develop a demographic snapshot of the workforce and gather feedback on how their employees perceive diversity and inclusion within the organisation. ANZ also founded the Diversity Council, which introduces policies and sponsors events to create a more inclusive culture (ANZ, 2008). The council attempts to increase awareness by supporting events like International Women’s’ Day and Disability Awareness Week (ANZ, 2008). HR in both organisations has implemented a range of human resource strategies.

Disability awareness, plans in both companies outline strategies to increase support and inclusion for customers and staff of the organisation, which include premises being wheelchair accessible (Westpac, 2008; ANZ, 2008). Westpac is also partnered with Disability Works Australia to recruit people with disability to remain a balanced environment (Westpac, 2008). Secondly, to promote age balance, mature age employees are offered flexible working conditions to suit their changing lifestyle (ANZ, 2008). Culturally both banks have planned to help indigenous Australians improve their wellbeing and money management skills.

ANZ celebrates cultural diversity by holding “Annual Cultural Week” (ANZ, 2008). Westpac reflects different cultures by employing members who are able to speak different languages to better understand the customers (Westpac, 2008). To promote flexibility, Westpac has different job designs for individuals’ circumstances, including versatile working hours, job sharing abilities, the ability to work from home, to have career breaks and paid parental leave and affordable childcare at work (Westpac, 2008). On a wider rganisational level, ANZ and Westpac both face a number of popular trends that continue to change the Australian workforce. These include the Australian population becoming increasingly more ethically diverse with 23% of the population born overseas (ANZ, 2008). The population is also ageing and is predicted that in 43 years around 25% of Australia’s population will be aged 65 year or older and the number of women in the workforce has increased from 40% in 1979 to 53% in 2004 (ANZ, 2008). Based upon the actions taken by ANZ and Westpac in this regard, organisations are recognising the benefits of a diverse workplace.

The strategies by both companies to increase the representation of women in the workforce, as well as increasing the representation of diverse others, corresponds with the views of both union and non-governmental organisations as well as the perspectives provided through the HRM literature. BARRIERS TO WORKPLACE DIVERSITY Diversity within an organisation can be difficult and expensive to accomplish. Substantial barriers exist in both overcoming laws related to workplace diversity, the actual process of implementing it within an organisation and also the internal characteristics of the individual.

The current legislation related to workplace diversity essentially creates an environment in which employers cannot recruit purely on the basis of a desired attribute. The main acts concerned are the Racial Discrimination Act (1975), the Sex Discrimination Act (1984), the Human Rights and Equal Opportunity Commission Act (1984), the Occupational Health and Safety (Commonwealth Employment) Act (1991), the Disability Discrimination Act (1991) and the Workplace Relations Act (1996) (Williams, 2001. These laws essentially shape a scenario for employees where if a desired attribute is sought after, the job must be made appealing to that particular group of people without impairing the opportunity for any other group to obtain the position under the requirements of the legislation. An example of this is Westpac’s initiative to entice more women into their workforce by implementing training programs relating to gender differences in communication and career progression (Westpac, 2008. ) However, once a company like Westpac overcomes these hurdles, there are still many practical ssues that need to be addressed on an organisational level. If a diversity program is unlikely to be profitable it will not be implemented (Bilimoria, Joy, & Liang, 2008). The monetary benefits (such as new customers, better culture and strategic advantage) involved in implementing such diversity need to outweigh the costs (gaining diversity at the expense of skill) involved in pursuing it. The HR department within the organisation has a difficult task in convincing senior management that a diversity program can be beneficial to the organisation (D’Netto & Sohal, 1999).

The argument often provided by senior management against workplace diversity is that it is disruptive to productivity and causes imbalance in the workplace (D’Netto & Sohal, 1999). As a result, the HR function need to be able to present the many advantages of diversity, and provide strong strategic reasoning to ensure that an effective diversity management is implemented. An organisation may also have barriers imbedded in their practices, culture and policies (Bilimoria, Joy, & Liang, 2008). Resolving these issues has benefits for both the legality of the operating of the organisation and the multiplicity of their workforce.

If senior management participated in only male orientated social events, such as attending the football, it may alienate women who generally may not participate in such events. Policy can also break both legality and potential for diversity by enforcing requirements such as 10 years continual service to an organisation in order to receive promotion into senior management. This continual service factor discriminates against women who are likely to have children, as it will exclude many from the opportunity to obtain the job.

However, it is the individual differences within each person that provide the biggest challenge to achieving diversity. Individual differences amongst people are a major hurdle to workplace diversity, as most people feel comfortable when working in homogeneous groups (Kreitz, 2008). The presence of diverse others places employees outside of their comfort zone and makes people resist embracing the presence of others. Furthermore, research by Kreitz (2008) shows that humans, and organisations as well, are in nature highly resistant to change, further complicating the successful implementation of diversity.

Another individual, and highly problematic, barrier to diversity is the language barrier that exists to culturally diverse others. This prevents, and in some cases discourages, the full integration of cultural differences within organisations (Kreitz, 2008). Diversity is clearly beneficial to the organisation. Managing diversity should involve utilising the cultural differences in people’s skills and embracing the diverse range of ideas and skills that exist in a diverse workplace in order to ultimately give the organisation a competitive edge.

Benefits to diversity clearly outweigh the costs and evident advantages to workplace diversity are supported by various union groups and HRM practitioners. In order to be successful, diversity must be implemented within a strict legal framework and overcome hurdles relating to the practices and policies of organisations, as well as internal, individual barriers. REFERENCES Aghazadeh, SM 2004, ‘Managing workforce diversity as an essential resource for improving organizational performance’, International Journal of Productivity and Performance Management, vol. 3, no. 6, pp. 1-6 ANZ 2008, viewed 10 September , 2008, http://www. anz. com Australian Bureau of Statistics 2008, viewed 10 September, 2008, http://www. abs. gov. au Barrile, S & Cameron, T 2004, Business Management: Corporate management, people and change. Macmillan Education, Melbourne, VIC. Bilimoria, D, Joy, S, & Liang, X 2008, ‘Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering’, Human Resource Management, vol. 47, no. 3, pp. 423-441 Cox Jr. T & Blake, S 1991, ‘Managing cultural diversity: implications for organizational competitiveness’. Academy of Management Executive , vol. 5, no. 3,pp. 45-56. Cunningham, DD & Green, D 2007, ‘Diversity as a Competitive Strategy in the Workplace’ Journal of Practical Consulting, vol. 1, no. 2, pp 51-55. D’Netto, B & Sohal, A 1999, ‘Human resources practices and workforce diversity: an empirical assessment’, International Journal of Manpower, vol. 20, no. 8, pp. 530-547. Konrad, A & Linnehan, F 1995, ‘Formalized human resource management tructures: Coordinating equal opportunity or concealing organizational practices’, Academy of Management Journal, No. 38, pp 787 – 820. Kramar, R 1998, ‘Managing diversity: beyond affirmative action in Australia’, Women in Management Review, vol. 13, no. 4, pp. 1-11 Kreitz, PA 2008, ‘Best Practices for Managing Organisational Diversity’ The Journal of Academic Librarianship, vol. 34, no. 2, pp 101-120. Mellor, Steven, Kath, Lisa, Bulger, Carrie, 2003: Bilingualism: Relationships with Willingness to Participate in Union Activities, Hipic Journal of Behavioral Sciences, 25 (1): 95-109 Melcher, D. Eichstedt, J. , Eriksen, S. , Clawson, D. , (1992): Women’s Participation in Local Union Leadership: The Massachusetts Experience, Industrial and Labor Relations Review, 45, 267-280 Lepadatu, D &Thompson, T, 2008, viewed 15 September, 2008, http://www. allacademic. com//meta/p_mla_apa_research_citation/0/2/2/8/6/pages22860/p22860-1. php Robbins, S, Bergman, R, Stagg, I and Coutler, M 2006, Management, 4th edn, Pearsons Education Australia, NSW. Sadri, G & Tran, H 2002, ‘Managing your diverse workforce through improved communication’, Journal of Management Development, vol. 21, no. , pp. 227-237 Westpac, 2008, viewed 10 September, 2008, http://www. westpac. com. au Westpac. (2008). Diversity and women in management. Viewed 21 September, 2008, http://www. westpac. com. au/Internet/Publish. nsf/content/WICREMCS+Diversity+and+women+in+management Williams, H. (2001). Guidelines on Workplace Diversity. Viewed September 20, 2008,http://www. apsc. gov. au/publications01/diversityguidelines. pdf  Yakura, E 1996, ‘EEO law and managing diversity’, in E Kossek & S Lobel (ed. ), Managing Diversity: Human Resource Strategies for Transforming the Workplace, pp 25 – 30

            The United States of America has recently elected a new president, Barack Obama. Does it mean that discrimination against other races has been eliminated in the US? Maybe we could safely say that it has been lessened as against fifty years ago but this still happens.

            In the case provided to us, Julie works in the human resources department and found out that the owner of that family owned business rejected her friend Bandu on the ground that he is not white. Julie is now caught in the middle and she doesn’t know what to do.

            The stakeholders are Julie, Bandu and the owner. Julie is currently employed with the company but felt that devastated after what she found out. Bandu is also a stakeholder as the owner’s decision to hire or not to hire him will greatly affect his economic status especially if this was set today when jobs are scarce and there are many companies shutting off. The owner is also a stakeholder even if it seems he has nothing to lose. He is used to a practice that must have been passed on for several generations and the formula worked. He thinks changing this policy will probably disrupt how the company operates.

In the Federal Equal Employment Opportunity (EEO) Laws, Title VII of the Civil Rights Act of 1964 (Title VII) prohibits employment discrimination based on race, color, religion, sex, or national origin. According to this law it is illegal to discriminate in any aspect of employment, including hiring and firing; job advertisements; compensation, assignment, or classification of employees; transfer, promotion, layoff, or recall; recruitment; testing; use company of facilities; training and apprenticeships; fringe benefits; pay, retirement plans, and disability leave; or other terms and conditions of employment. Discriminatory practices under these laws also include harassment on the basis of race, color, religion, sex, national origin, disability, or age; retaliation against an individual for filing a charge of discrimination, participating in an investigation, or opposing discriminatory practices; employment decisions based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion, or ethnic group, or individuals with disabilities; and denying employment opportunities to a person because of marriage to, or association with, an individual of a particular race, religion, national origin, or an individual with a disability. Title VII also prohibits discrimination because of participation in schools or places of worship associated with a particular racial, ethnic, or religious group.[1] Each state also has its own laws which uphold this federal law. This was violated by the owner where Julie works. The owner did not hire Bandu nor even look at his skills and merits and only based it on his skin color.

The information was said in confidence to Julie. There are also laws[2] that prohibit an individual or former employee to disclose any information said in confidence especially the company’s trade secrets. Julie is now caught in a dilemma whether she should tell someone about it. According to this law[3], the reasons of business confidentiality include the concept of trade secrecy and other related legal concepts which give (or may give) a business the right to preserve the confidentiality of business information and to limit its use or disclosure by others in order that the business may obtain or retain business advantages it derives from its rights in the information.

Julie has several options. She can do nothing about it and just help her friend find another job. She can resign from her post and find a different job with an employer who does not discriminate. She can report it to the authorities just like Equal Employment Opportunities Commission. Or she can inform her employer about the laws that prohibits an employer from discrimination, research on information about cultural diversity in the workplace and show him how these companies remain to be successful, and suggest best new hiring practices.

Although a lot will be at stake and her job might be jeopardized if she will do something about what she has discovered, the best solution to the problem is the last option. Her employer might consider her suggestions and listen.

She has show that what the owner is actually doing is limiting the potential good employees that the owner has to choose from because your skin color does not play any role in being part of the assembly line and what matters most is skill, experience, diligence, etc. She has to advice the owner that they are not hiring the best people to work for them if this practice continues. Julie just has to know what to say and how to say it.

She can suggest practices found in the article “Legal Hiring Practices FAQ”[4] whereby suggestions on how an employer can attract the best potential employees and not violating and laws on discrimination. Suggestions on how announcements should be phrased and terms to be used are also included like using salesperson instead of salesman. Tips are also given on how to conduct interview by having a set of questions however the article advised that follow up questions are also encouraged to pin down an ambiguous or evasive response.

Julie works nonetheless in the human resources department and she is well educated and experienced in this regard. This can be her legacy to the company. She has show that what the owner is actually doing is limiting the potential good employees that the owner has to choose from because your skin color does not play any role in being part of the assembly line and what matters most is skill, experience, diligence, etc. She has to advice the owner that they are not hiring the best people to work for them if this practice continues. Julie just has to know what to say and how to say it.

References:

Goree, K. (2006). Ethics in the Workplace. (2nd ed.) Mason, OH: Thomson South Western.

GPO Access. Business Confidentiality. http://frwebgate4.access.gpo.gov/cgi-bin/PDFgate.cgi?WAISdocID=13742596197+4+2+0&WAISaction=retrieve

Lee, B. (1998). Affirmative Action. In C. L. Cooper & C. Argynis (Eds.), Encyclopedia of Management. Malden, MA: Blackwell Publishers.

Nolo.com (2000). Inc. The Daily Source of Entrepreneurs. Legal Hiring Practices FAQ. http://www.inc.com/articles/2000/05/19987.html

The U.S. Equal Employment Opportunity Commission. (2002) Federal Laws Prohibiting Job Discrimination: Questions and Answers.  http://www.eeoc.gov/facts/qanda.html. Last modified on May 24, 2002.

[1] The U.S. Equal Employment Opportunity Commission. Federal Laws Prohibiting Job Discrimination: Questions and Answers.  http://www.eeoc.gov/facts/qanda.html. Last modified on May 24, 2002.
[2] GPO Access. Business Confidentiality. http://frwebgate4.access.gpo.gov/cgi-bin/PDFgate.cgi?WAISdocID=13742596197+4+2+0&WAISaction=retrieve
[3] GPO Access. Business Confidentiality. http://frwebgate4.access.gpo.gov/cgi-bin/PDFgate.cgi?WAISdocID=13742596197+4+2+0&WAISaction=retrieve
[4] Inc. The Daily Source of Entrepreneurs. Nolo.com Inc: Legal Hiring Practices FAQ, 2000. http://www.inc.com/articles/2000/05/19987.html