Managing Diversity in the Workplace

Question 1 

Taking powerful actions for the persons accountable for exploiting the company's e-mail to send chauvinistic and sexist jokes and firing the individuals accountable for sending racist and sexist jokes using the company's e-mail is an offensive act. We are on stable, lawful estates if we suck the individual or people responsible for exploiting the company's e-mail to send sexist and racist jokes. I think we should take firm action when we find out who is responsible. 

They are doing something fast because the e-mail containing racist and sexist jokes is affecting the plant operations. The team also has an equally excellent opportunity action program and has some steps in employing women and underage in the last five years. The team is afraid that the e-mail has taken people off track for the time ( Ely & Thomas, 2001). It also appears to be unchecking some complaints that smaller employees and our women have about their company's conduct. The white employees and the men seem to be concerned that they're going to all be held responsible for the e-mail or, even worse, that they approve of the opinions in that e-mail. Also, the impact of this on employee morale. The team is anxious if they have done enough so far. 

Question 2 

There has been a 10 percent rise in employee development at the Haverford Plant. The number of women workers has improved from 10 to 15 percent, while African-American workers have stayed at 6 percent. Plant turnover averages 2 percent. The percent of women in organization positions improved from around two up to 2.7 percent. The number of Asians in administration positions enhanced from 2 to 3.5. There has been an increase in minority scientists. The proportion of women researchers has increased by 2 percent. 

They have an equal opportunity work climate at Johnson chemical for every employee. Dealing consists of individual understandings of barriers or bias since one's race, culture, or other areas of gender. Exercise and occupation growth: access to training; selection of trainees; competence, and accessibility of career development therapy. Promotion: fairness of rating system; adequacy of chance. Women obtain lower potential evaluations than men in the company. Most workers assume diversity among Asian staff. The business's focus on equal job chances doesn't include white men. Recruitment of African-Americans scientists and engineers is inadequate. 

Question 3 

Lack of equality in gender leads to discrimination. Women who are not considered worthy will be discouraged, and they might be forced to quit their jobs making the plant lack enough labor. Ignorance of diversity of employees scares away foreign employees who may have more experience in the jobs. This may cause the company to be forced to employ local people who may be more illiterate than foreign ones ( Thomas Jr., 2006). Lack of enough scientists who play an essential role in inventing and innovating new ideas may help the company produce quality goods and services. This may lead to a lack of development of the company because the company may not meet the required standards that are needed so that they may be able to cope with other companies producing the same goods and services. Racial slurs and jokes. Jokes and slurs among the employees instead of taking their work seriously. This includes sending irrelevant messages using the company's e-mail. This may cause a lot of tension and bring about a lot of rumors. This may make the employees lose their focus on the job, bringing the company down in terms of development and production. 

Question 4 

They are developing a solid written strategy on sexual harassment. The report should comprise a description of sexual harassment, samples of forbidden behavior, consequences for verified sexual harassment occasions, spelling out the suitable warnings, and discipline gradations. It sets up an operative complaint procedure with a proper complaint system to promise fairness to all involved. Also, provide various channels for reporting the grievances, especially if the alleged harasser is the company's supervisor or another high ranking official. Since dispersed personnel procedures at the plant cause a portion of the difficulty in the current case, it would be a decent idea to unify measures at the corporate level ( Johnson, & Johnstone, 2010). They are instituting an exercise program for all workers, mainly managerial personnel, and disseminating data on the strategy statement and the objection technique to all workers. This can be accomplished through memos, employee handbooks, and posting bulletin boards throughout the plant. This statement should include information on how the organization will handle the complaint and maintain the alleged victim's confidentiality. It must be emphasized that having a policy in place is not enough to shield the employer from liability. 

Question 5 

They should give a just, which involves following a set of seven criteria to make sure that the employee is given due process before being discharged. This also includes providing the accused an opportunity of a fair hearing before taking any action. They are investigating correctly before jumping to conclusions to avoid unfair punishments. Also, if it is the first occurrence of inappropriate conduct, the penalty should not be harsh. Avoiding reacting quickly and taking the time to analyze the situation carefully. To reinforce the position of the company, the management should make an energy to get written signed reports from any witnesses to such incidences. The managers should ensure well-defined policies on sexual harassment and procedures for handling sexual harassment complaints. In such situations, one could use the help of the "reasonable person standard" (Ellison v. Brady, 1991), in which conduct that men may not find objectionable might be offensive to women. 

They are making changes to the following: policies on sexual harassment. Operative grievance method with a suitable complaint structure to guarantee fairness to all involved. Training programs for all workers, mainly supervisory staff. Data on the program statement and the objection procedure to all employees. Channels for reporting the grievances, especially if the alleged harasser is the supervisor or another high ranking official in the company. 

Question 6 

Gender equality is the act of ensuring that there is complete fairness when it comes to giving opportunities. If examined and even modified, it will ensure that even women also have equal chances of getting employment opportunities hence developing themselves. Discrimination of others is another issue that should be addressed, giving people equal chances of having opportunities regardless of where one comes from, whether you are a foreigner. Equality and fairness is another issue ( Robinson & Dechant, 1997). When employees collide and maybe fight, they should be given equal chances to explain themselves as far as the situation is concerned before taking action or jumping to conclusions. Also, all employees have their rights and responsibilities. This ensures the well-being of employees while they are at work. Also, it creates a conducive environment for working. No worker should be intimidated or sexually harassed in any manner. They should be paid well according to the agreed terms. Also, when reporting cases, many things should be considered before moving forward, and this includes; protocol, both sides of the subjects that is the accused and the one claiming to be wronged, witnesses among others to ensure a fair and a just cause. 

References 

Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on workgroup processes and outcomes.  Administrative Science Quarterly ,  46 (2), 229.  https://doi.org/10.2307/2667087 

Johnson, L., & Johnstone, S. (2010). Equality, diversity, and the law.  The Dynamics of Managing Diversity , 143-170.  https://doi.org/10.1016/b978-1-85617-812-9.10006-4 

Robinson, G., & Dechant, K. (1997). Building a business case for diversity.  Academy of Management Perspectives ,  11 (3), 21-31.  https://doi.org/10.5465/ame.1997.9709231661 

Thomas Jr., R. R. (2006). Diversity management: An essential craft for leaders.  Leader to Leader ,  2006 (41), 45-49.  https://doi.org/10.1002/ltl.191