Impact of Discrimination on Work

This assignment delves into the significant issue of workplace discrimination, analyzing its multifaceted consequences. It specifically investigates how gender and racial discrimination affect employees' well-being and organizational performance. The analysis draws upon relevant research studies and theories to provide a comprehensive understanding of this critical topic.

Diversity Analysis and Management: Gender Diversity 1
DIVERSITY ANALYSIS AND MANAGEMENT: GENDER DIVERSITY
BY (Student’s Name)
Professor’s Name
College
Course
Date

Diversity Analysis and Management: Gender Diversity 2
INTRODUCTION
Workplace diversity describes the range of variations between the employees in the
organization. Diversity entails race, ethnic group, gender, age, personality, tenure, education,
organizational function, background, personality, and cognitive style (Murray and Ward 2017).
Diversity entails how employees perceive themselves and how the employees perceive other
stakeholders of the organization. Such perceptions greatly impact the employees’ interactions
and even their interactions with external stakeholders. For a vast assortment of the employees to
function efficiently as the organization, human resource professionals need to deal efficiently
with issues including communication, change and adaptability (Wright and Kehoe 2008).
Diversity shall increase substantially in coming future. Successful companies
acknowledge the need for instant actions and are willing as well as ready to spend resources on
the management of diversity in the workplace now. Diversity at workplace include increased
adaptability, broader service range, variety of viewpoints, and more effective execution. Some of
the challenges of diversity include communication, resistance to change, implementing diversity
in workplace policies, and successful management of diversity in workplace (Benner and
Tushman 2015).
1. EXPLANATION OF PURPOSE AND EXECUTION OF HRM PRACTICE
- How the HRM Practice Is Performed
The HRM practice is poorly performed in the organization as it is based on stereotyping,
superstition and discrimination against the female workers. There is a gender gap pay between
men and women with the former always being given less pay. At the recruitment, only few
women are shortlisted against the many men despite equal qualification and competence. Even
the successful women are placed in junior positions and no managerial, leadership or senior

Diversity Analysis and Management: Gender Diversity 3
executive positions (De-Paola and Scoppa 2015). No promotion for women or even retraining as
opposed to men. Men are always viewed as more productive and receive even awards and
bonuses as opposed to women counterparts.
- Why the HRM Practice Is Performed
Such practices are anchored on the stereotypes, superstition and negative attitudes
towards women in the organization. The HRM works stereotypically to classify women as those
are not as much productive as men and hence only a few of them are to be recruited in junior
positions. Superstition and stereotypes takes precedent making women to be viewed as those
who cannot lead or manage (Bakker and Schaufeli 2008). Men are promoted occasionally
because the HRM has negative attitude towards females and always want to discriminate against
them. Lucrative positions including executives and management are a preserve for males as
women are only viewed as those who can work under men. Males are thus given much pay in
order to motivate them to be more productive (Atkinson 2013).
- How the HRM Practice Creates Value for the Organization
The current HRM does not creates value to the organization. Women are underutilized
despite having the required skills. Men know that they will be automatically promoted to
executive positions and hence do not have incentives to work harder for the organization. Also,
there is no teamwork as women feel shortchanged and have no incentive to work towards
effective value creation (Christian, Garza and Slaughter 2014).
2. EXPLANATION OF DIVERSITY AND THE DISCRIMINATION
Diversity Form
The Form of diversity being examined in this report is gender. The women are being
stereotypes as those who are less productive, less educated, and less skilled and hence are only

Diversity Analysis and Management: Gender Diversity 4
being given junior clerical duties which cannot make them earn any meaningful pay. The
observation indicate that there is a gender gap between males and females in the organization.
Males dominate the workforce and are paid much more compared to the fellow female
counterparts. The gender gap witnessed in every level of the organization is because the males’
labor are valued over women based on the biological determinants (Bamber, Lansbury, Wailes
and Wright 2014).
The women household duties are not paid for and hold limited value and lacks any value
in the organization. The organization has played into the societal irrational value of the males’
work in labor market leading to their greater accessibility and control to positions of power
(Breevaart, Bakker, Hetland, Demerouti, Olsen and Espevik 2014). The females in the
organizations, therefore, remain disadvantaged in the labour market because the men are freed
from domestic responsibilities. The organization does not appreciate the women reproductive
roles and their responsibilities for domestic labor limit association with the highly valued
resources (Schmitt, Branscombe, Postmes and Garcia 2014).
The gender pay gap is a daunting challenge that women face as they try to earn their
living. The causes of gender are very many including discrimination, stereotyping, variation in
qualification and education, and family responsibilities. There is an urgent need to solve the issue
of gender pay disparity to enable women to compete favorably with male counterparts. If this
problem is not solved, women will continue to lag behind despite their increased educational
qualification and experiences. Men tend to benefit at the expense of the female counterparts by
having many hours of work to sell to various employers who even stereotypically prefer male to
female (Diefenbach 2007).

Diversity Analysis and Management: Gender Diversity 5
The reason given for the narrowed pay gap is the realization by women to proceed to
colleges and Universities, engagement in traditionally male professions such as engineering,
medicine and law that pay higher as well as increased educational qualification and experiences.
Women have also devoted more time by shifting from their traditionally preferred better work-
life balance jobs. It is recommended that women should continue to take up the traditionally
male professions, employers to stop stereotyping, as well as males to become responsible for
family matters without leaving it for female counterparts (Hendry 2012).
HR Practice Discrimination against Women
In the organization, women are discriminated in every corner of the organization which
limits their opportunities. For example, the women are not being given better positions which
would otherwise have them get better pay (Hall 2006). Also, the organization does not promote
women in senior executive positions or in leadership positions which could have enabled them
get better pay. The women are also discriminated against as they have no access to any
management roles (Otiniano-Verissimo, Gee, Ford and Iguchi 2014). The women are also junior
employees who take instructions from the senior male counterparts.
Further, the women are being stereotypes as less productive and hence given less duty
which only attract low pay. The women are also discriminated since they are not given any
training and upskilling unlike their male counterparts and this limits women abilities to ascend to
executive and leadership positions (Solon, Haider and Wooldridge 2015). Further, the women
are discriminated against by being given more leave duration as compared to fellow men which
limits their ability to sell more labor hours and also come back with loss memory of their work
and hence cannot develop professionally.
3. RECOMMENDATIONS FOR ADAPTING HRM PRACTICE

Diversity Analysis and Management: Gender Diversity 6
- How Practice of HRM Needs To Be Adapted
HRM needs to be adapted differently to wipe out the gender discrimination. The HRM
should take the necessary steps to improve gender diversity. They need to assess the diversity in
the workplace. The organization should make the assessing and evaluating its gender diversity
process integral part of its management system (Gephart 2004). The HRM should have a
customizable employee satisfaction survey to achieve this assessment for the organization
effectively and conveniently. This will help the management team to determine challenges and
barriers to diversify and present in the workplace and policies required to be included or
excluded (Dipboye and Colella 2013).
The HRM should then reassess to determine success of diversity in workplace plan
implementation. The HRM should develop diversity in workplace plan. Selecting a survey which
provides detailed reporting will be central decision. This report shall be the stepping stone of the
gender diversity in workplace scheme. The scheme has to be detailed, attainable as well as
measurable. The HRM must decide what alterations need to be made as well as the timeline for
such a change to be obtained (Armstrong and Taylor 2014).
The HRM should implement gender diversity in workplace plan. The executive and
management teams must be committed. Leaders and managers in the organization must integrate
diversity policies into each element of purpose and function of the organization. Attitudes toward
diversity must arise at top and filter downstream. Management cooperation alongside
participation is needed to establish culture that is conducive to organizational success plan
(Klingner, Nalbandian and Llorens 2015.).
- How Adaptation Will Reduce Discrimination and Enhance Access to Opportunities

Diversity Analysis and Management: Gender Diversity 7
The gender diversity implementation will greatly decrease discrimination and improve
women access to opportunities. The HRM will appreciate women and realize that both men and
women are equal. The HRM must reconsider that both men and women have equal productivity.
It is totally inappropriate to embrace the stereotypes and superstition that only harbor gender
segregation among women. By walking away from such stereotypes, both men and women will
be recruited based on what one knows and what one can deliver. By doing this, women will be
given leadership, managerial and senior executive position (Haslam, van-Knippenberg, Platow
and Ellemers 2014).
The women will also be promoted and upskilled for effective professional and career
developments. The HRM must put stringent measures to ensure that they do not prefer either
male or female when recruiting. This will ensure that many women are absorbed in the
workplaces as well a given equal opportunities of taking leadership positions. In so doing, the
recruitment will be fair at the point of shortlisting and subsequent placement being done merits.
The female workers will get more earnings that is commensurate to their efforts and thus reduce
the gender pay disparity (Cheng and Ho 2001).
-How Adaptation Will Enhance Value Creation
The organization will gain greatly from this change of attitude since the productivity of
an individual increased when he is appreciated and given a task he is best talented. Thus women
will feel appreciated and hence will have increased labor productivity. The employees will work
as a team to achieve the goals and the objectives of the firm. The organization will benefit from
increased adaptability, broader service range, variety of viewpoints and more effective and
efficient execution (Basford, Offermann and Behrend 2014). This will create value creation as
women and men will work at the business ability to get promoted on merits and in the process

Diversity Analysis and Management: Gender Diversity 8
effectively executing the strategies of the company leading to higher productivity, profit and
ROI.

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