Worrying Trends of Age and sex discrimination in the workplace
The work place has become the popular avenue upon which age and sex discrimination is unleashed. This trend has become increasingly popular in the work place where there people of different races and genders. These discriminatory elements have become an obstacle for many organizations in terms of achieving growth. The disturbing question about age and sex discrimination in the work place is how such a negative aspect could affect the organization. Some claim the culture of age and sex discrimination stems from lack of a comprehensive management framework. This has consequently led to lack of discipline and direction among members of a particular organization. Regardless of the reasons behind this unfortunate occurrence, the organization should embark on organizational engineering, which would eliminate bad organizational cultures.
Age and sex discrimination at the work place derails the organization from achieving its objectives. Discrimination makes the organization to lose focus in terms of the main objectives that it hopes to achieve. Discrimination diverts the organizational resources, used to develop the organization (Corvey & Narvell, 23). Organizations with internal problems use a sizeable amount of their resources to hire experts and institute mechanisms of averting the discriminatory practices in the organization. The organizational management organizes seminars and team building efforts in order to assist their employees deal with the discrimination menace. Just to summarize, discriminatory practices in the organization make the organization to shift from the important activities, which would enhance its success.
Age and sex discrimination affects the credibility of the organization. The organization loses its integral standing in the market or area in which it operates (Dipboye & Collela, 35). The organization loses important partners and in the long term faces stiff competition from other competitors in the industry who have a positive image in the industry. The organization is likely to operate on loses in the short term and close down business in the end. Age and sex discrimination at the work place affects the organizational output in the sense that employees operate below their potential. Discrimination at the work place causes employees to have low- self esteem and lose motivation. The bad reputation affects the organizations standing in the industry in the sense that the organization fails to make crucial decisions related to its business objectives (Lentz & Laband, 42). The prevalence of discrimination in the organization causes the organization to face down grade prospects from the rating agencies. This is a sign that the external environment has lost confidence in the organization.
Age and sex discrimination at the work place derails the organizational operations. Age and sex discrimination causes division and animosity among employees. Organizational experts indicate that organizations in which discriminatory practices are prevalent deny employees the opportunity to perform to their level best. This is because the employees being discriminated feel that the organization does not appreciate them (Shakhray, 7). Organizational managers need to understand that investing in their employees is a step in the right direction for their organizations. Organizations in which employees are discriminated
tend to achieve less meaningful milestones. One weekly report by the US department of trade indicates that increased discriminatory in organizations was the major cause of poor output from organizations in the last couple of years.
Finally, organizations should face up the emerging discriminatory challenges and design new approaches of dealing with the problem. The organizational management should understand the risks posed by age and sex discrimination to its success and growth. The organization should adopt a positive working culture, which would boost the morale of its employees. The organization could make this important move in the process of achieving its objectives.
References
Covey, A & Narvell, S (2000). The workplace law advisor: from harassment to discrimination policies to hiring and firing guidelines: what every manager and employee needs to know. New York: Basic Books.
Dipboye, R.L & Colella, A (2005). Discrimination at work: the psychological and organizational bases. New Jersey: Routledge.
Lentz, B.F & Laband, D.N (1995). Sex discrimination in the legal profession. West Port: Greenwood Publishing Group.
Shakhray, I (2009). Managing Diversity in the Workplace. Nordersdt: GRIN Verlag.
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