Introduction
Organizations have put measures in place to enhance the achievement of equal employment opportunities.
The strategy aims at eliminating barriers that prevent equal consideration of employees in the recruitment process and ensure that they have the opportunity to explore their potentials fully.
The company applied diversity practices to initiate hiring on merit, fair treatment of employees at the workplace, flexible working conditions, and promotion based on individual capability.
In addition, the firm employed other measures to ensure payment and rewards according to individual qualification and experience (Pager, 2009).
Moreover, the company enhanced policies for human the resource’s department in to improve recruitment of the required labor force from the diverse population of many applicants.
Employment in the Workplace
Measures have been put in place to ensure maximum utilization of the available skills, energy, and creativity that strengthens employee involvement and increase the productivity of employees.
The initiatives have enabled employees to give their best as well as having the ability to sustain their personal lives sufficiently.
Organizations express their non-compliance to equal employment if they make distinction among candidates through preferences that deny employees equity in the work place.
Employee equity is denied as the firm may be bias in recruitment based on race, age, and gender among others.
The human resources practices that indicate unequal employment include accessibility of job-related registration by a certain group, unfounded dismissal from work, lack of employees’ training opportunities and different forms of harassment reduce morale of workers.
Despite enactment of laws to promote equity of employees on the basis of gender, discrimination still exists (Trentham & Laurie, 1998).
In most organizations, women are inferior to men in terms of income, rate of employment, and occupational range even when variables like education, occupational status, and age are put into consideration.
A report by catalyst that was conducted in 2005 indicated that women are less likely to get promotions and are stuck in low-paying jobs and secure professions such as healthcare and education.
Workplace diversity entails differences among employees working in the same organization. It encompasses race, ethnicity, age, educational background, and personality.
Diversity dictates the process of personal perception and perception of other people in the organization (Trentham & Laurie, 1998).
Workplace diversity requires integration of individual differences with new ideas and problem solving strategies. The organization employed programs that maximize interaction and communication at personal levels.
For sufficient functioning of any organization, human resource professionals can benefit from diversity through effective communication, adaptability and change.
A diverse workforce supplies a wide array of solutions to allocation of resources and sourcing. Employees are able to bring together their different talents and experiences in coming up with practical ideas and solutions depending on the prevailing circumstances.
With free communication, a diverse workforce provides the organization with various ideas and experiences that can be used to meet customer needs and business objectives (Trentham & Laurie, 1998).
Conclusion
Organizations do experiences communication barriers. Employees communicate in their local dialects and this can cause confusion, misunderstanding, confusion, lack of teamwork, and demoralization of employees who are left out of the loop (Pager, 2009).
In addition, at times, senior managers make decisions unprofessionally leading to unfair treatment of some workers at the workplace.
However, despite the shortcomings, the organization has put measures in place to ensure that employees communicate in official language only.
In addition, following frequent reports on harassment at the workplace, the management of an organization can set up a committee to investigate complaints and administer punishment where necessary.
Considering the strategies in place, the organization is ready to embrace equal employment requirements.
References
Pager, D. (2009). Marked: Race, Crime, and Finding Work in an Era of Mass Incarceration. Chicago: University of Chicago Press
Trentham, S., & Laurie, L. (1998). Gender Discrimination and the Workplace: An Examination of Rational Bias Theory. Sex Roles, 38(112), 1–28.