The level of discrimination may vary, however, depending largely on the type of industry the organisation hiring is categorised in. From this, prospective employees are scrutinised based on their skills and/or characteristics. The type of industry as well as the generation of managers (i. e. baby boomers) impacts on the recruitment methodologies used. Managers may be influenced by the match of personalities, or other features of their life, between the potential employee, also known as the Just Like Me effect (Rudman 1999).
This demonstrates that there may be instances where not only high levels of discrimination transpire, but unjust discrimination is practiced. Unjust prejudice that may occur revolves around the lack of understanding from, and perception and values of managers, the source of stereotyping. Encouragement of engaging in a diversified social environment will broaden views and decrease intolerance. As well, Australian laws have also been put in place to discourage bias and unjust behaviour. Thus, in general terms, the amount of discrimination that varies is justified and necessary during the recruitment process.
Industry and skill/characteristic Schuler & Jackson (2000) developed a human resource management (HRM) strategy that involves formulating and implementing ideas and issues for managers to better conduct the recruitment process. The organisation type will influence the job, which in turn will guide the different skills and/or characteristics needed. The human capital advantage (HCA), derived from Alvesson (2004: 139-141), refers to the advantage an organisation will have against competition when hiring the right employees with the skills, knowledge and/or characteristics.
The Essay on Manager Skills
It has come to my attention that an environmental group known as “SafePack Materials Pollute” is clamming that our SafePack materials are not biodegradable. The group is asserting that these materials are causing an environmental hazard that is seeping from a local landfill into a nearby stream. The group has also launched an internet campaign geared toward compelling fruit producers to stop ...
A case study where the human resources director of Experienced Records, David Marsh, describes that their sales and marketing team “need a strong, vibrant personality for this job … [as] people who are able to project themselves, to infuse and enthuse customers” (O’Dortherty 2006: 77).
The music industry involves exposure to the public eye where appearances and personality is important. This supports the conclusion of Watson (1996), that managers may look for people who possess the ability to represent the company to its customers over the qualification.
It may seem the discrimination level is fairly low in the music industry compared to another industry, like accounting, for example. According to Almeida et al. (2012), accountants looking to be hired in Australia are required to have Australian accounting experience because the laws and practice are different in every country, whereas organisations that require certain social skills are more flexible when recruiting. In brief, the skills and characteristics needed for the job will depend on the type of industry and thus impact the level of discrimination.
Industry and generation Clegg et al. (2011: 179) puts forward the theory on the generational difference as one reason for the level of discrimination occurring when recruiting. Generation X is described to be technological-skilled and is adaptable to change. For example, a contemporary style industry, such as IT, would consist more of younger managers and employees, where the level of tolerance is high and discrimination is low (Almedia et al. 2012: 1961).
This implies that organisations with managers who are older may be more wary of more cultural applicants.
Noon & Blyton (1997: 1) argues that the expansion of the service sector type industry from the labour force had impacted on the different work ethics between generations, where people are introduced to self-actualisation. The hard model of HRM was practiced by most organisations during the domination of the labour force before the late 1970s where it was more task-oriented before the change in industry type lead to the demand for a soft model of HRM that focuses more on employee empowerment and individualisation (Clegg et al. : 171-172; Noon & Blyton: 1).
The Review on Discrimination Toward the Black People in Ernest J Gaines
CHAPTER I INTRODUCTION Charles Johnson states that actually there had been no “Black problem” until the Civil War. It is because before the Blacks had only been chattels. The War happened because the Blacks want their freedom in education, employment, the vote, regularized marriage and even the acquisition of a surname (Butcher: 243). The Congress in 1875 adopted a statue which allowed the ...
In other words, the level of discrimination is dependent on the human resource management practiced by the different generation of managers. Baby Boomers and management style In a table created by Clegg et al. (2011: 179), information is provided stating that a majority of managers in the workforce seem to be the Baby Boomers. It is expressed that they “can be resistant to change and to differences of opinions and between people”. This insinuates that they “may be more inclined to have subjective biases and retain a traditional approach to recruitment” (Institute of Personnel and Development 1996).
Almedia et al. (2012: 1960) found that the traditional recruitment approach involved the tick box evaluation system, involving an assessment “against specific and labelled candidate criteria considered essential for the performance of the particular job. ” This brings forward again the hard model of HRM, and further demonstrates that the age of the manager affects the managing type, which influences the level of discrimination. Ethnicity and stereotyping There is evidence by Ho & Alcorso (2004) that there is still discrimination against race and gender, which influences employment outcomes.
Research has found that people from English-speaking backgrounds (ESB) have a greater opportunity of being employed in higher parts of the labour force and lower-status jobs are more likely given to people from non-English-speaking backgrounds (NESB).
An example was given where distinct ethnic groups in nursing were more likely to be employed in “the most exploitative sectors – public hospitals and nursing homes” where nursing homes is considered as “foreign labour” (Hawthorne 2001: 227).
This unmistakably demonstrates prejudice of different ethnic employees.
Additionally, gender discrimination LSIA studies provide “evidence that, regardless of human capital endowments, there are independent gender-based differences in employment outcomes” (Ho & Alcorso: 251).
The Essay on Field Marshall People Managers Work
1. Meyers-Briggs Keirsey Sorter Personality Test classifies temperament into four general types - i) Artisans ii) Guardians iii) Idealists iv) Rationals Each of these temperament categories are further subdivided according to specific traits and characteristics into INTO, ENTJ, INTO, ENTJ etc. After taking the Keirsey Sorter Personality Test I found myself belonging to the Rational Temperament ...
Stereotyping can be one reason for this discrimination. Negative stereotyping can occur when there is a lack of social guidance to make informed perceptions. For example, certain ethnic groups may be perceived as lazy or more superior than another (Clegg et al. 2011: 53).
Rokeach (1968; 1973) presents another, arguing that values are a strong motivation that guides behaviour throughout life.
The values that are held by managers on tradition, for example, will largely influence on the recruitment of females, as they are traditionally seen as domestic wives. The final reason by the Institute of Personnel and Development (1996) is because managers “lack up to-date knowledge of international human resource practices and lack cross cultural sensitivity”. Diversity and the ‘Just Like Me’ effect Managers who allow their personality and experiences to control the decision to recruit prospective employees are influenced by the ‘just like me’ effect (Rudman: 1999).
Managers evaluate potential employees through similarities between their qualifications, work experiences and personal attributes (Almeida et al 2012: 1956).
This will unfavourably limit many people, which in turn may not always equal a successful organisation as this approach to recruitment results “narrow job descriptions [that] are prone to discriminate against applicants who do not fit the main stream personal attributes” (Almeida 2010).
Clegg et al. (2011: 185-186) raises the importance of diversity being “a source of growth, competitive advantage, and creativity” through categories such as geography, culture, gender, language and age.
The ‘just like me’ effect prevents exposure to this and as a result disadvantage their organisation. Based on the proposal by Jackson & Carter (2000: 164), organisations should be designed to suit the people instead of shaping people into the organisation. With this concept, organisation will have a better chance of growing because it will accommodate subcultures and consequently minimise the amount of discrimination potential candidates encounter during the recruitment stage. Diversity and the social environment It was observed that the social environment could shape perception, which can roaden a person’s understanding and thus acceptance of diversity. Exposure to a positive social environment can create a positive perception. Welch (1975: 71) published an article during a time when the abolishment of segregation in America was still fairly new, that African-American college graduates were starting to enter managerial and engineering professions as integration increased. The integration of the white and black allowed interaction between the two groups, which revealed to many that they were not much different, and accordingly encouraged understanding and open-mindedness.
The Term Paper on Recruitment: Discrimination And Equal Opportunity Policy
Explain the impact of both the law and organizational procedures on the process of recruitment and selection. Recruitment is the process of location, identifying, and attracting capable applications for jobs available in an organization. Accordingly, the recruitment process comprises the following five steps: • Recruitment planning • Strategy Development • Searching • Screening • Evaluation and ...
Social interaction, particularly, allows the development of the self, “[a]s we become aware of other people our idea of self forms as a reflection of interactions with others” (Jackson & Carter 2000: 153).
A positive social environment, as a consequence of positive interaction, can largely influence the understanding and tolerance from managers, thus reducing unjust discrimination. Law on discrimination Governments that value diversity and equity will set laws to protect people from discrimination.
During the recruitment process, this means that everyone is protected from being denied an interview or employment based upon race, gender or age, for example. Affirmative action is a human resources policy that was enacted by governments internationally to “address long-standing and institutionalised discrimination against people of diverse backgrounds … by discriminating in favour of people perceived as belonging to categories that are disadvantaged” (Clegg et al. 2011: 190); affirmative action is also known as positive discrimination.
Many oppose this policy because it is seen as “reverse discrimination” (Sykes n. d. ), but despite this negative perspective, it is found that affirmative action is generally positive and typically based on merit, and is especially supported by society when this positive discrimination is linked to equality and people’s values (Crosby et al. 2003; Does et al. 2011).
On a national level, in all Australian jurisdictions, anti-discrimination and equal opportunity legislations have been put in place to render certain types of discrimination unlawful.
The Term Paper on Equal Opportunities Act People Employment
Introduction Equal opportunities are very important in the modern workplace. Providing equal opportunities involves providing the same opportunities to all the employees and prospective employees regardless of their sex, age, disabilities, ethnic origins, sexual orientations etc. Equal opportunities allow the employee to have rights therefore the employer is unable to take advantage, discriminate ...
Breaches to these laws can result in an involvement with equal opportunity tribunals. To address the discrimination against prospective employees on the grounds of their gender, both the Sex Discrimination Act 1984 and the Fair Work Act ensures that employers deliver equal opportunity in employment (Barron 2012: 709).
In addition, organisations bound by the Equal Employment Opportunity for Women in the Workplace Act 1999 (Cwlth) “are required to develop and implement an equal employment opportunity program” (Barron: 709).
This Act is designed to ensure employers are taking action against discrimination of women and that employers are promoting equal opportunity for women (Barron: 710).
The Age Discrimination Act 2004 was introduced by the federal parliament to prohibit discrimination on the grounds of age regarding work-related activities, including recruitment (Barron: 710-711).
Victims who have been unlawfully discriminated against or denied equal opportunity are provided assistance, encouraging people to help prevent prejudice in the workforce. Attention needs to be given to employers and employees to discriminatory or unlawful conduct during employment interviews [and] in advertising for employment” (Barron: 711).
The Australian government have laws that clearly discourage discrimination in the workforce, including during the recruitment process. To conclude, it has been proven that discrimination is part of the recruitment process (Townley 1989: 97), however, the level of discrimination is dependent largely on the type of industry the organisation is in.
