...discrimination without information about it. Therefore, the Equal Employment Opportunity Commission “EEOC “created a Manual that clearly addresses the importance of policy and procedures in case of discrimination. Based on the Commission's guide, employers are required to prevent and correct discrimination through legislation and efficient enforcement mechanisms in the work place. Discrimination has many faces but, one of the forms of discrimination which we need to have a firm understanding is refusal of standard rights to persons because of race, nationality, age and sex. Race It is against the Title VII of the Civil Rights Act of 1964 that an employer reject to accept an application or refuse hire, promotion, compensation, job training or any other employment privileges because of an employee’s race or color. The U.S. Equal Employment Opportunity Commission (EEOC) reports that it received 100,000 job bias charges during fiscal year 2012. Also, the EEOC has observed The number of people who filed race discrimination claims (33,512) increased in 2012 (Dipboye & Collela,2005).The EEOC indicated that in 2012, discrimination for certain racial minorities showed a deep impact in the current down turn of world of work. For example, in the United States, the unemployment rate remains almost twice as high for African-Americans relative to the white population in the United States. Because racial discrimination can cause many negative impacts on the companies like bad reputation...
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...Order 10925. This order first established the President’s Committee on Equal Employment Opportunity Commission. The mission of the committee was to end discrimination in employment by government and contractors (Cahn, 1995). Federal Discrimination laws were put in place to prevent discrimination based on race, religion, sex, national origin, physical disability, and age by employers. Discrimination includes bias in hiring, promotion, termination, job assignment, compensation, and various types of harassment. According to the United States Equal Employment Opportunity Commission (2011), it is unlawful for supervisors or managers in the workplace to make employment related decisions based on stereotypical assumptions about individuals of a particular national origin, race and/or color or for any employee to engage in bias motivated conduct that creates a hostile work environment for anyone. In today’s workplace environment it’s not uncommon to have people with different cultures, religion, races, nationalities, and genders for this reason frictions between people are expected. It is unbelievable that, to this date and age, when laws protect the employees from discrimination, there are still companies that look the other way when their supervisors are harassing the employees. According to Las Vegas Sun’s Steve Green (2009), in July 1st, 2009, the United States Equal Employment Opportunity Commission sued the owner of the Forum Shops at Caesars, Simon Property Group Inc. of Indianapolis...
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...Workplace Diversity: Benefits, Challenges and Solutions Workplace diversity refers to the variety of differences between people in an organization. That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more. Diversity not only involves how people perceive themselves, but how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability and change. Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets...
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...Scientific Merit Sharon Morrow PSY7650 Introduction The study discussed in this paper is attempting to determine if there is a connection between age and gender and these individuals’ well-being and satisfaction as it relates to their job. This study included both men and women of various ages, various educational differences, and of various work or job positions within the corporate and industrial realms. This study is a quantitative study that investigates an avenue to develop a plausible explanation for the connection between age and gender and these individuals’ job well –being and satisfaction. In addition, the study looks for this connection to be a generalized concept that can relate to other individuals in other regions and places. We will look at how the study advances the knowledge base for this type of research, this study’s contribution to theories, the procedure of data collection and if this is appropriate for this type of study, the methodology used for this study, and assess the validity and reliability of the information and the research study. Ethics will be another concept that will be examined. Ethics is a very prominent aspect of research and this study involves human participants so these individuals’ rights are of utmost importance. Lastly, the overall scientific merit of the study will be examined and how the study meets the criteria of a good research study. Advancing the Knowledge Base The topic that is covered by this study...
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...that a 10% increase in seat belt useage (so that sb_useage increases by 0.10) is estimated to lower the fatality rate by .000577 fatalities per million traffic miles. States with more dangerous drving conditions (and a higher fatality rate) also have more people wearing seat belts. Thus (1) suffers from omitted variable bias. c. [pic] [pic] The results change. The coefficient on seat belt useage is now negative and the coefficient is statistically significant. The estimated value of βsb_useage=-0.0037 d. The time effects are statistically significant .. the F-statistic .. 10.91 with a p-value of 0.00. The results in (3) are the most reliable. e. A 38% increase in seat belt useage from 0.52 to 0.90 is estimated to lower the fatality rate by 0.00372* 0.38= 0.0014 fatalities per million traffic miles. The average number of traffic miles per year per state in the sample is 41,447. For a state with the average number of traffic miles, the number of fatalities prevented is 0.0014 *41,447 =58 fatalities. f. sb_useage= 0.206 * primary + 0.109 *secondary + (speed65, speed70, ba08, drinkage21, ln(income), age, time...
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...II. PROPOSED QUESTION: Will David prevail in his age discrimination suit against ABC? II. SHORT LEGAL ANSWER: Yes, David will prevail in his age discrimination lawsuit against ABC because the behavior of the supervisor violated the Age Discrimination in Employment Act (ADEA) enforced by the U.S. Equal Employment Opportunity Commission (EEOC). III. RESEARCH IN SUPPORT OF YOUR ANSWER * Jason, a 35 yr. old employee was promoted to foreman while passing over David and has been with the company 2 years. * David, a 60 yr. old employee has been with the company for 15 years with excellent evaluations. * The immediate supervisor told David that “Jason is going to places in this Company”. * When David applied for the job, the supervisor told him he was too old for the job and preferred a younger man who would be in the job for “more than just a couple of years.” CASES RESEARCHED A. Jones v. Dillard’s, Inc. Discrimination claim based on age from Gerda Byrd who alleged that Dillard’s took adverse action against them in their jobs. Alabama based case tried in 2003. In 1998 Gayferd’s Department Store was purchased by Dillard’s, Inc which she was an office and credit manager. There was no position at Dillard’s and she was placed as an assistant area sales manager to keep her at the same pay rate. She then learned the AASM position was being eliminated with no intention of ever hiring them again. In 1999 they offered her an opportunity to sell...
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...start of time, have always experienced obstacles. The reason for the suffering behind these obstacles is probably imbedded somewhere in the deep history from which African Americans come from. However, in today’s society, one would think that a specific race would not have to endure any obstacles because of their race, but African Americans do. African Americans today, still face discrimination and fewer opportunities in the federal workplace. The United States Equal Employment Opportunity is a federal law enforcement agency which enforces laws against workplace discrimination of any sort. The United States Equal Employment Opportunity investigates discrimination issues based on a person’s race, color, national origin, religion, sex, age, or disability. Between 2010 and 2012, the United States Equal Employment Opportunity worked with other bias agencies to discover the discrimination issues which African Americans suffered in the federal workplace. One of the biggest obstacles which African Africans suffer in the federal workplace is dealing with the unconscious biases and perceptions about African Americans. These biases and perceptions play a significant role in employment decisions in the federal sector. These unconscious biases are generally based off of learned stereotypes that operate automatically when we interact with other people. This doesn’t imply that those who are hiring or in positions of power are racist, but rather have a judgment which is unintentional...
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...business communicates with the world, but also includes the business’ one-on-one relations with individual clients and employee’s. There are many ethical issues involved in management. Diversity has become a major issue in the management world. Workplace diversity refers to the extent of cultural diversity within a company. “Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status (K.A. Green, M. López, A. Wysocki, & K. Kepner, 2008)”. Diversity in business allows a business to better understand the demographics of its marketplace. Many advertise themselves as “Equal Opportunity Employers”, meaning they maintain a diverse workplace and will not discriminate. Though many ethical issues can be found with in the workplace, the most common is discrimination. Discrimination is one of the main issues currently stopping diversity. “Discrimination occurs whenever something other than qualifications affects how an employee is treated (L. Trevino & K. Nelson, K., 2007, p. 69)”. Factors contributing to discrimination often include age, race, ethnicity, religious beliefs, gender, and sexual preference. Discrimination occurs not only during the hiring process, but also in decisions for promotions and layoffs. The proverbial “glass ceiling” is an excellent example of discrimination...
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...simple as race and gender, this definition limits of deeper, complex understanding of how the differences in everyone, and the way that these differences can be beneficial for the entire workforce. 2) Distinguish between surface-level diversity and deep-level diversity. Why is it important to understand the difference between the two? Surface-level diversity is defined as the “easily perceived differences that may trigger certain stereotypes.” Deep-level diversity refers to the “differences in values, personality and work preferences.” The differences matter because of the way they affect the members of the workforce. The demographic characteristics that we tend to first think of when thinking of “diversity” (things such as race, gender, age and ethnicity) affect the way people perceive others, especially when it comes to assumptions or stereotyping. Deep-level differences affect the way people communicate, react to their leaders, negotiate, view organizational work rewards, and their general behavior at work. 3) What are the major trends in the changing populations of the United States and the world? Statistics from the 2010 U.S. Census only reinforce the truth that the United States (and the world) are becoming increasingly diverse. Not only is the total population of the United States increasing (projected to be at 438 million by the year 2050), but there increased diversity within racial/ethnic groups. In addition, another major change is that our population is aging...
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...Ethical Issues and Management (Hiring) Shirley Scott XMGT/216 October 28, 2012 Craig Fowler Hiring: This paper contains information pertaining to the moral and ethical issues faced by managers, the relationship between social issues and ethically responsible management practices, and my experience in hiring. I would like to note, the majority of information in this paper is information I obtained from other sources. Let me start by saying, the moral and ethical issues faced by managers and how the issues effect other individuals varies in many different situations. According to this article by HR FUNDA, “the challenges which organizations face today are ascertaining the work experience and educational qualifications of employees. The lack of skilled talent and the high pressures to recruit people often means recruiting people who may not be the best suited for the job.” (HR FUNDA December 17 2006). The article goes on to say, “in today’s job market managers are often tempted to put inaccurate details or outright falsify in the hiring process. When that happens, you might find some smart enough or lucky enough to get through and make good on the job, and you may come across an employee who claimed some particular experience that may not be able to perform the competency and skills the profile indicates. How this affects other individuals is, in the future when background checks are initiated, that could cause...
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...points Nelson made on the benefits of diversity and some of its challenges and critiques the quality of her data and relevance of the article. Review of the “Data of Diversity” This paper is intended to review Beryl Nelson’s article “The Data of Diversity” which was recently published in the academic journal, Communications for the Association of Computing Machinery. (2014) Nelson has spent the last 6 years working for one of the most diverse companies in the world: Google. During this time, Nelson has gained real world experience in working in diverse teams as well as analyzing experience as the Manager of Engineering Productivity, a job which looks for how to make Google teams work more efficiently. Her interest in diversity and the workplace has led to publishing the article of interest based on analyzing the factors involved in the data of diversity. “The Data of Diversity” focuses on examining the concrete evidence pointing towards the benefits of diversity and the challenges faced by diversity. This review will also examine the conclusions made by Nelson and the conclusions made by this paper with regard to the relevance and quality of The Data of Diversity. Benefits of Diversity Nelson starts her article by examining the evidence for the benefits of diversity. Benefits were measured through analysis of financial results and innovation. Nelson examined the financial results of companies that had a high percentage of women in senior positions compared to companies in the...
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...Eliminating Bias People make decisions everyday in favor of one group, and to the detriment of others, without even realizing it. This prejudice or favoritism is bias. Biases affect not only our judgment but also our behavior, beliefs, and perception. Biases are selective, learned, culturally determined and can be inaccurate. Biased thinking leads to misunderstanding, wrong decisions, and to costly consequences. Bias can prove very destructive and is the foundation of stereotypes, prejudice and, ultimately, discrimination. A stereotype is an exaggerated belief, image or distorted truth about a person or group — a generalization that allows for little or no individual differences or social variation. A prejudice is an opinion, prejudgment or attitude about a group or its individual members. Prejudices are often accompanied by ignorance, fear or hatred. Prejudice begins with attachment to a close circle of acquaintances or an "in-group" such as a family and is often aimed at "out-groups." Discrimination is behavior that treats people unequally because of their group memberships and often begins with negative stereotypes and prejudices. Once learned, stereotypes and prejudices resist change, even when evidence fails to support them or points to the contrary. (Willoughby, 2007) When I think of bias I think of blatant ways that it manifests itself, but bias can be so subtle that it is hidden and hard to spot. If I change my conscious attitudes and...
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...companies, it’s a business imperative” (Macfarlane, 2010). The changing terrain of the workplace, aging workforce, customer demands and the proliferation of minority groups in the global market have pushed companies to adopt “business practices that profit and benefit from being seen as diverse” (Creative Solutions Services, 2012). Many countries and companies worldwide have taken revolutionary steps to integrate diversity strategies within their core business philosophy having realised that it is not only the right and moral thing to do but is a key business strategy for gaining a competitive advantage (Daft, 2010). Ernst & Young is a...
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...victims of some form of discrimination. Even innocent children have fallen victim as students to bias teachers who prefer one personality to another. Still, an even more detrimental form of discrimination can be found hidden in the U.S. workplace. Discrimination in the workplace, or Employment discrimination, can “include bias in hiring, promotion, job assignment, termination, compensation, retaliation, and various types of harassment” (Cornell, 2009). Though unfortunate, there are only some types of discrimination that are currently punishable through the U.S. legal system. “Employment Discrimination laws seek to prevent discrimination based on race, sex, religion, national origin, physical disability, and age by employers” (Cornell, 2009). John is an employee in the private sector, which means he has protection from discrimination for any of these reasons. Usually, discrimination laws protect minority populations or groups traditionally affected by discrimination in the past. For example, if John is a white male he will not likely be able to file with the EEOC for racial discrimination. On the other hand, if he is Native American or African American, he will find protection under Title VII of the Civil Rights Act of 1964. In the same way, if John is over the age of 40 “the Age Discrimination in Employment Act (ADEA) prohibits employers from discriminating on the basis of age” (Cornell, 2009). John would also find protection from the American with Disabilities Act of 1990...
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...Design/methodology/approach – First, the author uses the 1992 wave of the Health and Retirement Study to estimate, through a Fields decomposition, the relative contribution of the feeling of an older worker to be discriminated against regarding promotions; and to explain the self-reported probability to work full time after 62, decomposing by gender. Second, using the two first waves of HRS, the author removes any bias due to time-constant unobserved heterogeneity, to test whether the individual feeling of being passed over for promotion may be misreported, owing to a strong preference for leisure. Finally, the author examines the effect of a change in this variable over time on the intentions to exit early. Findings – The Fields decomposition shows that feeling passed over for promotion plays a non-negligible role to predict retirement plans but only for women. In addition, using panel data allows a misreporting bias to be exhibited that may lead to underestimating of the negative effect of discriminatory practices towards older workers on their retirement plans. Lastly, an increase between 1992 and 1994 in the age-discrimination towards older workers encouraged women to leave their job early, while it had no effect on retirement plans of men. Practical implications – Empirical results put forward the idea that retirement intentions may differ across gender, owing to the different nature of the employer-employee relation. While for...
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