Comparing Organizational Management

Comparing Organizational Management

Instructions/Descriptions

Comparing Organizational Management

Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to:

5. Summarize the effect of workplace discrimination on organizational effectiveness. 5.1 Research forms of discrimination. 5.2 Assess the potential impact of various forms of discrimination.

Unit Lesson Introduction Making assessments about people in the workplace is often necessary. We determine strengths and weaknesses of a person to determine who is best suited to perform a particular task. However, when we start making decisions about an individual’s abilities or lack thereof based upon perceptions of a larger group to

UNIT V STUDY GUIDE

Workplace Discrimination and Organizational

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which that person may belong, or perceived characteristics which may or may not apply to that individual, then we may be faced with a discriminatory action. While assessments are necessary in some situations, making negative judgments about an individual based upon unfounded perceptions is prohibited in the workplace. In the lesson that follows, we will identify several different forms of discrimination and review potential impacts from discriminatory actions.

Discrimination Defined According to Robbins and Judge (2019), discrimination is the “noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group” (p. 48). To further aid us in understanding the concept, stereotyping is “judging someone on the basis of our perception of the group to which that person belongs” (Robbins & Judge, 2019, p. 48).

Forms of Discrimination As we reflect on the definitions shared, think about the many experiences either we have had in our lifetime or those of others with whom we have interacted. Allen (1970) suggested there was a continuum of discrimination attitudes. While these attitudes have evolved over time, the problem persists. Have we seen older workers targeted for layoffs? Have we seen jokes being shared that are specific to negative stereotypes?

Were certain groups within an organization excluded from some events, whether they were social events or mentoring opportunities? Do some people within the workplace perform in an aggressive manner toward others? Are some people talking over or even interrupting when others are attempting to share differing viewpoints? These are all occurrences that happen far too frequently, and yet they could all be signs of various forms of discrimination (Robbins & Judge, 2019).

Whether we are talking about discriminatory policies and/or practices, sexual harassment, intimidation, mockery and insults, exclusion, or incivility, all can have negative impacts within the workplace and limit the diversity within (Robbins & Judge, 2019). You will learn more about many of these within the assigned reading, but the remaining lecture is going to focus on two of the more prevalent discrimination issues—sexual harassment and age discrimination.

Sexual Harassment Sexual harassment can be defined as any unwelcomed sexual advance or even any conduct on the job that creates an intimidating, hostile, or offensive working environment. If any individual’s conduct is of a sexual nature that makes anyone else uncomfortable, specifically in the workplace, it has the potential to be sexual harassment. This could be something as blatant as one individual expecting another to sleep with him or her in order to keep a job or obtain a pay raise.

It could also be as subtle as someone sending an email or verbally telling a joke which had sexually explicit undertones. Sexual harassment is divided into two broad categories. One is known as quid pro quo, and the other is known as a hostile work environment (Bateman & Snell, 2009; Quick & McFadyen, 2017). If the conduct is used as a basis for an employment decision, then it may be considered quid pro quo (Bateman & Snell, 2009).

The example shared earlier about sleeping with an individual to keep a job would fall into this category. Another example would be someone smacking an individual on the bottom as he or she walks down the hall. In either case, the perpetrator should have known this was not to be tolerated, and a single instance may be sufficient to establish a quid pro quo harassment claim.

In contrast, imagine that there is a lady working at a desk, and her male co-worker comes in and complements her on her blouse. The person receiving the compliment is left feeling a bit uncomfortable. So, she tells the male co-worker that his statement made her feeling uncomfortable and asks that he refrain from such comments in the future. Now, this is where the scenario could change. If he refrains and no longer compliments the lady on her attire, no harassment occurred.

Perhaps it was an innocent mistake. In the man’s view, he was simply being nice. On the other hand, if the same man comes in every day for the next week and continues to tell the lady how he really likes her blouse each day, despite her request to stop, then there may be a problem. What if his tone changes? What if he winks at her each time the complement is made?

Given this newfound information and the continuation of the behavior, then this could lead to a hostile work environment. This example would provide a pattern of conduct, which is typically required to establish a claim.

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Age Discrimination

Age discrimination is said to occur when people make assumptions about an individual’s abilities simply because of the age of that individual. Not only is this illegal, but it can lead to careless decisions being made based on erroneous perceptions. For example, what happens when a 58-year-old male applies for a job? Will he get an interview? Consider this scenario: Jake has found an opportunity that seems too good to be true. He currently travels a significant portion of each year for his current employer, and it is getting tiresome.

The early morning trips to the airport, restaurant meals, different hotels each week, and late nights returning home are taking their toll. The frequency has escalated each year for the past 3 years to the point that Jake is only home when he schedules his vacation time. Consequently, he is looking for something closer to home.  To his surprise, he finds a job posting that is in his neighborhood and only minutes away from home.

He meets all the qualifications. He has the degree, and it is in the pertinent field. His resume reflects a long history of experience, so he applies for the job. It seems as though the organization is interested. After the submission, Jake receives a call for an interview within the week. All appears to be going well. Jake dresses for success, goes to the interview, addresses all questions asked, and inquires as to when a decision will be made.

He leaves feeling confident that a hiring decision will be made promptly. Then the wait begins, and it continues. The job posting lingers. Yet, an offer is never made. What happened? One person’s perception may not always mirror the perception of another. Although Jake might have left feeling positive, those conducting the interview may have felt differently. Perhaps there was hesitation in answering a question.

Perhaps the interviewer did not agree with some statement Jake made. Or, do you think the full head of gray hair and the years of experience might have led to some assumptions being made based on Jake’s perceived age? Also, consider that there is no denying that the price paid for insurance coverage of an older worker is going to be higher than that of a younger person. Still, should it matter? What if Jake is fully qualified to perform the duties?

The organization could be overlooking a very valuable resource. Granted, Jake may require a higher salary than a new person right out of college. But, should those years of experience have some value? Jake could bring all of those many lessons learned to the workplace. Were assumptions on his health made again due to the perceived age? All of these are possibilities. However, there are only a few reasons that are likely to be noted or even voiced aloud.

Age discrimination in the workplace can be difficult to prove. Despite the stellar resume, the 58-year-old Jake in our example did not get the job. The question remains, why? Based upon hearing of the experience, one would be left to wonder. After all, it sounds like it would be a perfect match based upon the criteria identified by the potential employer and a review of the qualifications revealed in the resume.

The interview went so well, and the individual received a tour of the facilities. Might the gray hair and the general appearance of the individual have given his age away during the interview? Perhaps that is the case, but one will never know if he was being discriminated against for his age. Conclusion Discrimination should never be an option in the workplace. It is illegal per Title VII of the Civil Rights Act of 1964 (Harris, 1990).

In addition, organizations that choose to permit this type of behavior are doing a disservice to those they serve. They are overlooking many viable candidates that could add diversity to the workplace or mistreating those already there. In addition, such actions can lead to reduced productivity. Age discrimination can occur when an assumption is made about a person’s ability or lack of ability, simply because of his or her age. (Alanpoulson, 2014)

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Increased conflict, and increased risk-taking behavior (Robbins & Judge, 2019). Instead, an organization should strive to look for the most qualified individual for each position. Once a hiring decision is made, the same organization should strive to bring out the very best in each and every person in that organization.

References Alanpolson. (2014). Elderly man business computer study, ID 37816150 [Photograph]. Retrieved from

https://www.dreamstime.com/stock-photo-elderly-man-business-computer-study-image37816150 Allen, A. D., Jr. (1970). What to do about sex discrimination. Labor Law Journal, 21(9), 563–576. Retrieved

from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=tsh&AN=5812956&site=eds-live&scope=site

Bateman, T. S., & Snell, S. A. (2009).Management: M start here. Boston, MA: McGraw-Hill. Harris, P. H. (1990). Age discrimination, wages, and economics: What judicial standard? Harvard Journal of

Law & Public Policy, 13(2), 715-. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=tsh&AN=9612132382&site=eds-live&scope=site.

Comparing Organizational Management

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