Introduction
In essence, the discussions relating to discrimination and affirmative action are typical in most companies on the global scene. Making policy on the matter has proved challenging for most companies and governments. Gender discrimination is usually evidenced in the workplace, and women are the people most affected. As women rise in power and position, they suffer the prejudice that those positions are not suitable for them and should be reserved for men. The management discriminates without a clear knowledge of the person’s capability when ascending to power. Therefore, the essay presents an analysis of discrimination in the workplace especially to the female workers, and the affirmative actions that the companies implement in reducing the impacts of prejudice in the workplace.
Main body
It is truly unethical for females to be discriminated against, despite their capabilities to perform the duties as their male counterparts (Gilbert, Stead, and Ivancevich, p. 62). Indeed, the thought of being discriminated against because of one’s gender lowers the person’s productivity and morale in achieving the best in her duties. In this case, the worker’s intelligence is downplayed and her motivation is greatly reduced, meaning that she cannot perform as the other worker who is inspired. In ensuring standardization in the performance of work, discriminating and individuals based on gender affiliation does not only make the outcome poor but, creates discontent that destabilizes the working relationship in the company (Allen, p. 441). In reality, the number of male employees is higher than their female counterparts. Similarly, most women do not get promoted compared to their male colleagues, indicating that the gender disparity is pronounced in the company.
As well, the reputation of the company, where gender discrimination is apparent, is lowered and likely to confront the public outcry of the practice. Furthermore, shielding women from attaining desirable self-esteem in the workplace is a retrogressive practice that limits organizational development (Gilbert, Stead, and Ivancevich, p. 64).
Indeed, the prejudice and emotion that discrimination brings to the people in the organization reduce the effectiveness of the workers, in producing the desired quality of work.
Essentially, affirmative action is the policy framework that aims at reducing the impacts of discrimination in the workplace. In most companies, it involves hiring the employees based on the qualification and experience that the individual has gained over a period (Gilbert, Stead, and Ivancevich 66). In addition, the promotion is done entirely on the individual achievement and effectiveness in completing the task, within the time allocated. The implication is that delivering high-quality and prompt completion of duties is the key consideration, not gender, race, color, and prejudice.
In other organizations, affirmative action is done by creating specific positions for female workers to compete. It limits the prejudice of male workers regarding employment and promotions in the company (Allen, p. 441). In addition, it limits the emotions that the female workers have when they are discriminated against from ascending to the higher ladder in employment. As well, affirmative action reduces the imbalance that the female gender experience in the workplace.
Through affirmative action, the company can address the disparity in gender, race, and color among the workers (Allen, p. 441). Indeed, more women will be included in the workforce and promoted according to experience e in doing work.
Conclusion
In summary, gender discrimination in the workplace is rampant in most companies. Notably, most women are the victims of such prejudice. However, the companies have done a lot, through the application of affirmative action, to ensure that the gender imbalances are harmonized, and women are given more opportunities to compete fairly with men, during recruitment and promotion.
Works Cited
- Allen, Ray. “Examining the Implementation of Affirmative Action in Law Enforcement.” Public Personnel Management. 32(3) (2003): 411.
- Gilbert, John., Stead, B. A., and Ivancevich, Jack. “Diversity Management: A New Organizational Paradigm.” Journal of Business Ethics. 122(1) (1999): 61-76.