Discrimination in the workplace has negative effects both for the business and individual employees; for example businesses can have a decrease in labor productivity, increase in financial costs and for employees it can cause health elated implications (Applaud, 2012). It is a morale responsibility for managers to identify discrimination and use the correct discipline and remove it in order to create a legal, successful and happy workforce. ‘Discrimination based on sex, race or religion can’t be tolerated. ‘ (Woodman, C. (2011).
Sexual Discrimination In the LIKE ‘twenty-five percent of female workers have experienced discrimination in the workplace. (Wires, 2013). These figures are high for a 21 SST century world and magnify how much of an issue this is for current managers. However, considering all women only gained the right to vote in 928 (Myers, 201 3) this is an improvement. A change in legislation was put in place to combat the issue in 1975 The Sexual Discrimination Act, ‘created to render unlawful certain kinds of sex discrimination and discrimination, promoting equality of opportunity between men and women’ (Legislation. Ova. UK, n. D. ) Managers today must abide by this act, if they identify sexual discrimination or committing themselves, under UK Law the business and individuals involved are taken to court and can face imprisonment depending on the scenario. The way managers approach this issue is to enforce clear workplace policies and procedures that prevent sexual discrimination among their work force, although there are legal policies set in place having this reinstated on an individual business basis re- instates to employees that it will not not be tolerated.
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Being open about the issue and reiterating this to is a paternalistic style of management making them more approachable to their employees so if any issues occurred their employees feel coming to them is the first and right option to take, this will mean that the issue does not escalate for those involved and correct action takes place straight away, managers who have a 0% tolerance policy to this issue will gain the respect of their staff who feel they are equal and as valuable as each other.
A recent case in the public eye was two female forearm officers received a pay out of EYE,OHO as they were given too large firearms, which affected their work, discriminated them against and affected whether or not they kept their jobs (Brown, 2014). Senior staff managers ignored them and did not take any action to create an equal situation for the women compared to their male colleagues. Public legal action shows managerial staff cannot act in this way, discrimination towards women is not acceptable.
Public cases like this raise wariness of the issue and will make current managers think about their workforce and whether there are any improvements or changes they can make for their female employees. Age Discrimination (Ageism) Age discrimination is where stereotypical views are held about a person’s capability of completing a job or profession due to their age. This can occur in two ways whether someone is viewed to young for a position.
Such as being incapable of holding large responsibilities, on the other hand individuals can be seen as too old to hold a position for example not being up to date with current technologies etc. Current business managers must be sure to eliminate this, as it is more important now then ever before. These figures show why ‘average retirement age risen to 64. Errs for men and 61. Errs for women, shows from report conducted’ (Government of National Statistics (ONES) and ‘Government predictions say by 2020 there will be approximately ’25 million people over the age of 50 in the UK’ (Monster, 2014).
Graph one, showing estimates of number of centenarians (people aged 100 years or more) The graph shows the number of centenarians (people aged 100 years or more) in the LIKE has increased five fold from 2,500 in 1 980 to 12,640 in 201 0 ONES, January 2012). On the other end of the scale there are more than 950,000 young people in the UK are now unemployed and almost 30% of them have been looking for work for more than a year (Griper 2013). With an increase in the retirement age, life expectancy and an increase in unemployed youth this is clearly an area where the UK as a unit and individuals managers must improve.
The population is living longer and will need money in order to survive whilst the current youth without jobs is also on the rise. One way managers overcome issues of age is by using a transformational leadership style. This is where a leader has high integrity and emotional intelligence (Cherry, 2013) ‘A leader should design responsibilities that engage a person’s competence and values. ‘ (Macomb, 1995) managers are using this technique to overcome this problem by identifying and finding a role for a specific persons skill set and attributes.
Furthermore by doing implementing this style the issue for the employee is not just resolved but the business will also have an employee who is highly motivated as they feel enriched and valued within their workplace. This is supported by Frederick Herrings Two factor (1923, 2000) theory which explains that recognition is a motivator for employees. Race/Region Discrimination The UK has extremely high levels of immigration (see graph two) with figures as large as a half a million immigrants arriving in the year 201 1 -2012 (BBC, 201 3) The capital city London encompasses more than 270 nationalities (Neither, 2013).
Managers must learn how to cater and deal with the various individual needs of their employees as their workforces are becoming more and more diverse. In 2010, a legislation was put into place to deal with this issue ‘The Equality Act was introduced which sates that it is unlawful for an employer to criminate against employees because of race, color, nationality, ethnic or national origin’ (ACS, 2013). Although this act exists cases still occur even for corporations such as Deco’s.
A recent case occurred whereby ‘two Muslim men working for Tests won a case of religious discrimination after having access to the on-site prayer room restricted, it was found that they were discriminated against on the grounds of their religion’. This an example of managers not amphetamine with the varied needs Of their employees and adapting their workplace conditions to suit them. In some cases this occurs u to the managers lack of knowledge of employees individual needs. A way managers are overcoming this is through external training; they can educate themselves as well as their subordinates.
An organization set up in the UK to train staff is ACS they ‘aim to improve organizations and working life through better employment relations. ‘ (ACS, n. D. ). It is key for managers to use outside sources on areas they are unfamiliar with in order to enhance and improve their employee conditions in which will lead to a happier workforce. Graph TWO (ONES, 2011) In the UK as shown in this report varied types Of discrimination exist the action as a whole. The nation has reacted to this Issue in order to protect employees and educate its I-J managers on how to remove discrimination.
Prior to 2010 discrimination employee complaints were dealt with through individual legislations including- Sexual Discrimination Act 1 975 Race Relations Act 1 976 Disability Discrimination Act 1995 (ACS, 2013) How this confusion was resolved was through the creation of The Equality Act 201 0 ‘It replaced previous anti-discrimination laws with a single Act, making the law easier to understand and strengthening protection in some situations’ ACS, 2013) The Act offers clear procedures for employees to follow and gives them government guidance and help to deal with their complaint successfully.
Another government movement to in place to remove discrimination is The Equality and Human Rights Commission. The commission offers guidance for employers and managers, aiding them with the knowledge and steps to promote and run an equal workplace. Managers may lack knowledge on how to deal with their varied employees and needs, however through this sort of government backing they can be successful in running a fair and equally treated workforce.
The issue and act of discrimination will never be totally dismissed within the KICK, There is such a cosmopolitan and diverse population with people adopting different views that it is inevitable to exist. However the case, it is current managers responsibility to aim reduce this as much as possible and deal with occurring cases correctly. Managers must adopt various styles in order to be successful within business; the best combination for this issue is autocratic/paternalistic.
They must be autocratic in showing discrimination has no place in their workplace, with disciplinary action taking place as soon s discrimination occurred, they must show by example and reiterate that any type of discrimination is not tolerated. As well as being paternalistic they must be approachable and a ‘father figure’ (Dickinson, 2003) for employees to feel comfortable and protected against discrimination by their manager, that if they feel under threat their manager will deal with the issue appropriately and protect their safety.