INTRODUCTION
Equality and diversity provides an egalitarian approach to people management within an organization. The concept rests on the idea that workforce consists of diverse people with visible and invisible peculiarities and that harnessing these differences provides a sense of value to the individual and optimizes their talents for the good of the organization (Kandola and Fullerton 1998). Discourse on equality and diversity take the form of sexual orientation, religion, race, gender inequality, age, disability and so on; it has been triggered by social justice, legislative and business case requirements. Equality is not about giving certain groups "special treatment" or "extra rights" It's about regarding everyone as individuals with respect, esteem and realizing the clash that our words and actions can have on others and on society. It's about recognizing the impact that prejudice and discrimination has on people and taking positive and constructive steps to ensure that we do not perpetuate or promote negative attitudes, stereotypes or damaging misconceptions about certain communities or individuals.
This post will be looking at the introduction of the employment development of written equality and diversity policies within the organization and considering the issues being viewed by the organization both in theory and practice. Agencies in every part of UK now tend to develop a much more sophisticated approach to diversity, to note the complexity within and between communities, As (Ozbilgin and Tatli 2008, p. 442) suggested one prominent challenge for diversity management in private global organizations have the need to develop sophisticated approaches to policy making, "recognizing the tension between local requirements for diversity management and the need to standardize international operations".
VARIOUS PERSPECTIVES OF ORGANISATIONAL DISCRIMINATION
Some people tend to show a hierarchy in regards to whatever position they are holding in an organization or in general not valuing other people's differences and these is where the difficulty in delivering equality and diversity comes up, more or so it is necessary to say how race and ethnic categories are understood, this is a very complex area. The category black include African and Asian origins the equality and human rights commission in its publication analyzed data are now white, mixed, Indian, black African, Pakistani, Bangladeshi, Caribbean and Chinese (Kirton and Greene, 2010, p.20).
(Bromi ,1997- Cited In Gill Kirton and Annie-Marie Greene, 2010, p.21) One of the significant features of black and Asian was the low representation of white collar jobs, with these, most people looked down on immigrants especially Black Africans. The black population still has a higher rate of unemployment compared to their white peers (Platt, 2006). In Organizations men are mostly dominant in higher levels of organizational occupational hierarchies such as high management staffs and executive officials. Men have dominated the world of management and leadership is better seen with in masculine terms (Kumra and Vinnicombe,2008; Vinkenburg et al. 2011). Collinson and Hearn (1996) identified five masculinities that men enact at work "the macho" management style which emphasizes qualities of struggle and battle the nature to be brutal and ruthless and an aggressive and rugged individual. The masculine image of management and leadership has been seen to possess personal power and imperious roles because it has been termed and still ongoing that a man has the power and ability to control others and self.
A study of women in management positions organized by the Diana Project (Brush et al, 2004) revealed that even women in a high-income country (USA), holding high-income salaries, received disproportionately low share of available venture capital.
The study included data from a guide to venture capital sources (analyzed to identify the numbers and characteristics of women in management positions) and interviews with high-profile women venture capitalists. The results showed that the venture capital industry is highly populated with male; pre-existing relationships provide an important link between entrepreneurs and venture capitalists; and that even women venture capitalists do not give preferential treatment to women.
The Equality Act 2010 states that discriminating against any worker in an organization because of sexual orientation is unlawful (Advisory conciliation and arbitration website), despite the equality act of law some advances in gay, lesbian, bisexual and transgender and even heterosexuals rights attitudes remain common in our society. Over the last 20 years, sexual orientation has emerged as a visible strand within diversity management in most large public, private and voluntary sector organisations in developed economies (Bell et al., 2011; Colgan et al, 2009).
Sexual orientation equality and diversity work has been triggered by social justice, legislative and business case requirements (Colgan et al., 2007; Stonewall, 2008 ; Trau and Hartel, 2004). However, despite the development of an anti-discrimination legislative framework in Europe, Australasia, parts of North America and South Africa and a liberalization in social attitudes, those trying to "champion" sexual orientation equality and diversity work may still encounter barriers in developing this work (European Union Agency for Fundamental Rights, 2009; Jones and ltaborahy, 2011).
Most workers in organisations tend to look down on their fellow colleagues that have a particular different sexual orientation from them for example treating them less favorably than others, applying practices that indirectly disadvantages people with a particular sexual orientation, hostility towards them at work, violating at their dignity, victimize a person due to complaints of discrimination on the ground of the person's sexual orientation. Some employers do not ensure that sexual orientation is subsumed in their equality policies, having thereby subtracting these policies; this leads to a high level of discrimination within the organization which in turn regresses the growth of the organisation.
The public needs to be active in the encouraging and supporting of gays, transsexuals, homosexuals and bisexuals rather than scrutinizing them.
The barrier and inequality bisexuals, gays and lesbians experience at the workplace does not give them the free access to public services. Evidence have been shown that most people with a particular kind of sexual orientation have been harassed, bullied and have difficulties in reaching senior management roles/positions in organizations. Almost one in five gay, bisexual and lesbian has been faced with verbal abuse and bullying, a quarter of them have been maltreated by their managers (
www.stonewall.org.uk/publications). Most homosexuals, bisexuals and gays that tend to open up on their sexual orientation have said they work more productive and motivated to work, confident and are free to build an excellent working relationship with fellow colleagues. The purpose of duty to make sure everybody is treated equally in an organization should be the involving of homosexual staffs in decision making that make about the organisation, letting them decide cost effective services that the gay people need and use.(Stonewall Reports and Sources).
The UK has an ageing population, there are nearly 20 million people aged over 50 years and older workers (aged between 50 and state pension age) make up around 25% of the working age population (Department for Work and Pensions United Kingdom, 2007).
Research with equality and diversity issues relating to age were found for both young and older workers who each faced particular stereotypes and barriers within the workplace. A study by CIPD (2003) identified the following stereotypes associated with younger and older workers, young workers tend to be seen as being irresponsible, immature and ill mannered while older workers are thought to be inflexible, slow learners and they are unable to adapt to change.
The CIPD also found that young people seem to be experiencing barriers at the workplace, 8% of under 3Ss had been told they were too young for the job and a further 8% believed they got rejected from a job because of being too young (Blake Stevenson's report, 2010). Under employment, working in jobs of a lower skill level than previously is something many older workers encounter (McNair and Flynnn, 2005).
In the 1990's, there was evidence that employers had negative attitudes and approach towards older people because there was a view that older people were less trainable, less interested in developing their careers and suitable only for low-skill and low responsibility jobs (Taylor and Walker, 1994). The unemployment rate of disabled people is approximately twice that of non-disabled (Equal Opportunities Commission UK,2006).
It is believed there is a large number of disabled people that are capable and willing to work, but in anticipation of employer discrimination these people prefer the alternative of long-term social security benefits (Hyde,1996). Wahat (2010) examined job-fit perception, core self-evaluation and career success in a sample of 30 people with disabilities in Malaysia who were ex-trainees of a vocational rehabilitation centre. While that pilot study underscores the importance of career and life satisfaction and recognizes the need to clearly identify objective career success for individuals with disabilities, it did not examine the well-being of persons with different employment statuses, such as underemployment, unemployment,employment in temporary jobs, or non-participation in the labor market (i.e. discouraged workers).
However (Smith ,1992 cited in Kirton and Greene, 2010, p29) referred to these groups as 'discouraged workers' because they experience the labor market as hostile. (Woodhams and Corby,2003 ; Humpage, 2007) argues that Australia called on policy makers to transform their disability work model from a medical viewpoint characterizing disability a curative issue to a social paradigm that promulgates empowerment through full community integration.
Additionally, (Woodhams and Corby ,2007) documented the way UK employers develop their practices to conform to the letter of the law, changing their structures as the legal emphasis changes. As a result, employers fail to utilize the full range of measures at their disposal to enhance the employment status of workers with disabilities.
Organizations are committed to ensuring fairness and equal access to all employees regarding their faith and beliefs. (Advisory Conciliation and Arbitration service booklet, 2011,p.26). Whether or not you have a religion and what you do or don't believe in is likely to make difference to you and how you perceive the world. These perceptions are carried across into our workplaces. It is said by some that what you do or do not believe is private matter that should have no effect on your job. It is indeed a private matter but it would be disingenuous indeed to say that it had no effect on your employment. For example if a company running training events or promotion panels during periods of religious fasting for some colleagues may well place them at a disadvantage in these instances.
Diversity management rationales: This section considers the rationales being used to drive progress from the point of view of those championing discrimination
The Social Justice Case
Employment inequalities are unjust and unfair and employers have a social duty to develop policy and practice to address discrimination and disadvantage when lack of workforce seems to be notable, it is seen to be a discriminatory procedure and practice, where by policy measures are meant to handle such as implementing formal, standardized recruitment and selection procedures. Workforce diversity is also perceived as a good thing because achieving a socially balance community is said to be important in social goals. The social justice case places an emphasis on the 'good employer' and on 'best practice' (Dickens, 1999). (Noon and Ogbonna, 2001: 4) (Cited in Beardwell and Claydon, 2010, p.201) A key concern for the social justice case is whether the focus should be on justice in terms of procedures ('a level playing field' ) or outcomes ('a fair share of the cake'). For example in a recruitment process, is either the person would be selected either through merit (procedural justice) or selected in order to fill a quota (ensuring representatives of different social groups). When selection is selected on merit alone it would not produce representatives except such merit has been evenly distributed throughout all groups.
The Business Case
The question within the business case focuses on how the workforce diversity can contribute to organisational goals. The business case for equality and diversity is to ensure that valuing workforce diversity delivers benefits to the organisation. The organisation would have to take on practices by eliminating discriminating recruitment selection practice because that is the only way an organisation can benefit from diversity by managing to recruit diverse workers. (Kirton and Greene, 2010)
The Legal Case
Olmec’s research says that Discrimination on the grounds of gender, race, religion, sexual orientation and disability in employment and training and in the provision of goods, facilities and services is unlawful for organisations except in limited circumstances (Lloyd and Ahmed, 2008, p.4). Protection from discrimination on the grounds of age currently covers employment only and does not yet cover the provision of goods, facilities or services. So therefore it makes organisations to take the best practice in order for them to be compliant with existing legislation.
CONCLUSION
It can be seen that equality and diversity is difficult to carry out in organisations due to discriminatory issues performed in organisations, it covers issues related to gender, race, sexual orientation, age, religion, disability. Workplaces are becoming more diverse as people from different backgrounds are entering the labour market. Positive approach to equality and diversity can benefit you and organisation by encouraging employees, even if discrimination is done with good intentions it is unlawful, organisations must make sure all HR policies and practices treat people equally and to tolerate discrimination amongst employees (Wilson et al, 2008).
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