Ethnic Discrimination and Dyadic Dissimilarity †MyAssignmenthelp

Question: Discuss about the Ethnic Discrimination and Dyadic Dissimilarity. Answer: Introduction Racial discrimination is a general term that defines the practice of treating people differently on the basis of their race or color as pointed out by Chung, Gully, and Lovelace (2017, p. 25). Also referred to as ethnic discrimination, racial discrimination is commonly experienced in some work places but tend to be so hard to notice. In a systematic review, Halcomb Lewis (2016) points out that ethnic discrimination can be more difficult and subtle to detect such as the failure of an employer to promote an employee on account of their race. Whatever forms it adopts, racial discrimination in the workforce is often strictly prohibited by a number of state and federal laws. This paper evaluates and presents an analysis of the concept of racial discrimination with a focus of various facets of the issue in the workplace. The paper evaluates on the importance of research on racial discrimination, which is most affected, as well as the impact it has on the society due to inaction. The paper as well presents an action plan that can be adopted with the aim of addressing the issue to ensure the effects it imposes on the society are greatly minimized or eliminated. Background of racial discrimination in the workplace According to Halcomb Lewis (2016), a difficult aspect of racial discrimination in the workplace is that it can occur entirely without being identified or detected. In other words, unless an employer notably admits otherwise, it is difficult to say for sure why they made a particular decision on why they gave a promotion or hired an individual. As a result, there are circumstances when an employer will display a discriminatory intent in the case. For instance, in cases of interviews, it is not recommended that employers ask questions on the race of a prospective employee. In case that happens the employee is not hired, it can be used as evidence that race played a certain role in the decision-making process of who is to be selected and who is to be left out. However, Chung, Gully, and Lovelace (2017) denote that such circumstances tend to be rare and it should as well be noted that employers need to permissibly discuss or ask on the race in the affirmative action forms and programs as long as they do not play any part in the decision-making. In most cases, discrimination is relative, and a person will have no certainty on why they have not been hired, unlike the above example. An opinion can be asking the employer about the case who can as well offer any viable reason that is understandable and not on the basis of the race of the individual. Alternatively, Doohee, Muslin, and Mcinerney (2016) point out that in case a lesser-qualified person is promoted or hired than an applicant of another race, it can as well are used as the evidence of racial discrimination in that working environment. On the other hand, the same study denotes that there are cases when an employer is discriminating without their knowledge. This is possible through the institution of hiring practices, workplace policies, and tests that single out or greatly affects some ethnic communities. However, if it is not validated or not done for legitimate business reasons, the practice could be considered as racial discrimination in case a claim arises. Importance of understanding the concept of racial discrimination Understanding the concept of racial discrimination is an essential aspect of both the organizational management and the society. For instance, gaining the required knowledge and skills on racial discrimination enables the organizations charged with the responsibility of dealing with the issue to understand some general exceptions as stipulated in the Equal Opportunity Act 2010 of the international human rights policies Offermann et al. (2014, p. 500). According to this act, there are cases where racial discrimination is allowed in favor of certain racial groups as a special measure and a positive step to combating certain identified disadvantages. There are also other cases when discrimination is allowed with the aim of meeting the specific needs of certain groups such as the provision of welfare services targeted at certain races or ethnic groups. For example, Cornwell, Rivera, and Schmutte (2017) denote that a hostel for Vietnam refugee has been allowed in the United States with th e aim of restricting employment to the Vietnamese people only as a measure of proving economic empowerment to the war and natural disaster servers. In a systematic study, Doohee, Muslin, and Mcinerney (2016) point out that studying and understanding the general concept of racial discrimination is essential for individual employees, the employer, as well as the whole society. With the knowledge, the management of different organizations will have a clear concept of what needs to be done to eliminate racial discrimination in the working environment. Triana, Jayasinghe, and Pieper (2015) denote that eliminating discrimination from an organization can be a great challenge but helps in improving the chances of battling with former employees in court. It also helps the organization to adopt very creative and acceptable ways of recruiting candidates within the organization in a manner that will show an equilibrium that cuts across the different facets of ethnic groups within the organization. The development of the equal employment opportunity guidelines and policies within an organization is essential in establishing a foundation for a good mission and vision that will result in a culture of mutual respect for all the employees. The most affected groups and effects of racial discrimination in the society In a study of the impact of racial discrimination in Coca-Cola Company, Offermann et al. (2014) point out that racial discrimination in the workplace greatly erodes the morale and engagement of employees. The meaning of employee engagement varies greatly and is subjective, but often described as the enthusiastic approach of the employees to their duties with a genuine interest in positively contributing to the set goals of the organization. Hagelskamp and Hughes (2014) denote that racial discrimination leads to lack of engagement among the workforce, an aspect that can be costly than turnover. The same study denotes that the disengagement of the employees can cost a third to half of the payroll of an organization. In the working environments where racial discrimination is unchecked, it creates a devastating effect on the workforce such as reduction and loss of productivity as well as the poor performance in the organization (Redmond, Pedersen, Paradies 2017, P. 204). As a result, el iminating racial discrimination is vital in every organization with the aim of sustaining a productive workforce to motivate the employees into believing that their employers value their expertise and talents. In a study, Doohee, Muslin, and Mcinerney (2016) point out that words tend to spread very fast in the job-seekers community concerning companies as well as their respective hiring practices. Having a reputation as a company that tolerates or condones an aspect of discriminatory employment practices has the ability to destroy the desire of job candidates during recruitment. With such an idea in the head of the community concerning a certain organization, it will be difficult for candidates to seek job opportunities in the organization. In the end, the organization will end up enticing candidates to join the firm with a salary range that is higher than that of the market (Graham, Belliveau, Hotchkiss 2017, P. 204). In such cases, the organization stands a very high chance of losing the employees in case they design to resign as a result of workplace discrimination. The occurrence of racial discrimination in the workplace, as well as ensuing conflicts due to discriminatory employment practices, can be dishearting and demoralizing for the employees thus leading to a low turnover. Cornwell, Rivera, and Schmutte (2017) point out that employees offended as a result of discriminatory behaviors such as promotions within the workplace ultimately look for other opportunities in other organizations, an aspect that can lead to the organization losing a productive employee. Turnover has both intangible and tangible costs including increased cost of hiring and loss of productivity as a result of unfilled job vacancies. Federal and State Laws on racial discrimination According to Gilles (2016) federal and state anti-racism laws were formed since most employers had the habit of treating applicants as well as employees unfavorably on the basis of their races or ethnicity. The Civil Right Act was passed by the international human rights in 1964 with the aim of eliminating segregation and racial discrimination in the developed and developing countries. The same study denotes that it shall be considered an unlawful practice in case an employer; Fail to refuse to hire, promoting, or discharging an individual or otherwise discriminate against an individual concerning their terms, conditions, employment privileges, on the basis of their race, religion, sex, national origin, and color. Limits segregates or classifies applicants for employment or employees in any manner that can deprive any individual the employment opportunities or has a diverse effect on the status of the employee on the basis of their race, color, national origin, or sex. In the adoption of the above laws, Stephens (2014) points out that federal and state law was since adopted with the aim of ensuring that racial discrimination is not practiced in the organizations within their national jurisdictions. However, some modifications have since been made on the basis of the management functions and styles adopted concerning the employee's concerns. Termed as the Title VII laws, the federal law prohibits any employer from; Refusing or failing to hire an employee on the basis of their race Providing employees with lesser benefits on account of their racial origin Failing to provide promotions, opportunities, or benefits to an employee on the basis of their race Segregating or improperly classifying employees and applicants by race On the basis of the same lines, employment agencies do not easily make decisions or work assignments or referrals on the basis of the race an employee belongs. In the same manner, organizational representatives and labor unions are not allowed to expel individual or even refuse their membership on the basis of their race. Graham, Belliveau, and Hotchkiss (2017) as well identify that the state anti-discrimination laws as well prohibit racial discrimination in the workplace. According to the study, the state legislation covering discrimination in the workplace is fairly widespread and tends to mirror federal law to prohibit any form of discrimination on the basis on the racial origin of an individual. However, the primary differences between the federal and state laws are in the procedures adopted as well as the agencies contacted in claiming discrimination. Impacts of racial discrimination in the workplace on the company or organization Organizations that tend differentiating their workforce by race get into a high risk of losing patrons, customers, and financial support. It is likely that the organization may as well suffer from a decrease in notoriety, outrageous lawsuits and fines, as well as an outcome of demoralized employees within the workplace as pointed out by Hagelskamp and Hughes (2014, p. 552). In many cases, the party accused often tries to cover up their wrong doings by accusing the employees the employees of incompetence or blaming their loss of a job on the budget cuts in the organization. In a systematic study, Stephens (2014) asserts that unethical behavior in a workplace puts the company at the risk of losing financial support from the community where the business is located. With the nature of competitiveness in the global business, it is evident that the world of the business s drastically changing and the employees are not ready to take a damn on any form of racial discrimination. According to Triana, Jayasinghe, and Pieper (2015), many companies found guilty of any form of racial discrimination often experience loss of the customer base and faces huge fines and risk from law suits. The study denotes that many organizations have given out millions of dollars for such fines to the employees who have felt victims of the act of racial discrimination in the organization. In other words, racial discrimination within the company will not only make it lose the good name it has worked for in a long time but will as well cost them their employees, customers, time, and financial resources that will at the end be a big loss to the business. Offermann et al. (2014) also denote that racial discrimination creates unhealthy workplace. Once it has occurred, the remaining employees will as well get the fear of the likelihood of the same happening to them hence creating depression and fear of job loss, an aspect that creates high levels of personal anxiety. The resulting impact is a decrease in the employees morale towards their duty hence a decrease in the overall productivity of the company. In every federal jurisdiction, some laws and policies often adopted in governing or protecting the employees from discrimination in all the necessary stages of employment (Cobb Stevens, 2017, P. 304). These include areas such as dismissal, working terms and conditions, recruitment, training and development, and promotion of other factors as pointed out by Hagelskamp and Hughes (2014, p. 550). The same study denotes that it is essential to understand that race includes descent, color, ancestry, nationality, and ethnic background among other characteristics that can be associated with a particular race. Cornwell, Rivera, and Schmutte (2017) also point out that commitment to a proper racial discrimination policy in an organization requires unwavering effort and support from the highest level of leadership from the organization that will then trickle down to supervisors, managers, as well as the other staff. In a systematic study, Gilles (2016) denotes that in many cases, 67% of the affected employees tend to be afraid of reporting cases of racial discrimination as a result of reasons related to the possible consequences of the results that come by at such as financial support for other reasons. As a result, this paper advocate for Digital Anti-Racism Strategy 2017-2020 as an action plan that will focus on reaching the communities including the employees and respective organizations as well as employers. To effectively deliver the strategy, the students will implement three primary directions that were developed in consultation with the group members and the community and are founded on evidence-based practices that are commonly experienced in many organizations. In other words, the three primary directions will be strategized as the SMART objectives of the actions plan. As a result, the primary objectives of the Digital Anti-Racism Strategy 2017-2018 include; Raising understanding and awareness of racial discrimination Strengthening the students organization capacity towards professionalism that is free from discrimination. Achieving healthy working environments free from racism. Proposed actions in adopting the strategy Digital Anti-Racism Strategy 2017-2018 is the action plan that will be adopted to curb racial discrimination. Understanding and awareness of racial discrimination will be achieved by delivering direct-participation programs with the aim of increasing positive behavior and attitude in the workplace as well as training and development of employees towards the need of anti-racism in the workplace. Strengthening the students organization capacity towards professionalism that is free from discrimination will be achieved through delivering pro-diversity messages on behalf of the ethnic minorities and culturally diverse employees. Achieving a healthy working environment that adapts not a form of racial discrimination will be achieved through supporting local agencies such as libraries and student clubs to adopt the nature of creating places free from racial discrimination and embracing diversity, mutual respect, and positivity towards each other. It will as well adopt the use of case study examples of other successful communities and organizations that embrace diversity and the resulting impacts in such areas. Achieving these proposed actions will require the adoption of two primary action plans; Reconciliation Plan- the action plan will set the direction for the group to make meaningful reconciliation contributions with students as well as the employees community in various targeted organizations. The action plan is aimed at building on reconciliation achievements while establishing actions that embrace diversity with the aim of building a positive attitude of the community toward good relationship and respect. Multicultural plan- It is an action plan that with the focus on building on the history of community achievements in the multicultural affairs to encourage diversity in service delivery, advocacy, collaboration, and engagement. Anticipated Outcomes In preventing the possible risks that the organization may undergo as a result of racial discrimination, it is essential that is be prevented other than dealing with it has occurred. Cornwell, Rivera, and Schmutte (2017) denote that in the attempt of preventing racial issues with the future workforce, there is a need for the organization to adopt new strategies of employees orientation having a zero tolerance of discrimination policy that can result in a termination in the case of violation. The action plan hence adopts anti-discrimination policy within the employee handbook. The focus is hence training the employees on the effective ways of avoiding racial discrimination at all cost along with their line of professionalism. The plan also focuses on training the employees on racial discrimination with the aim of adopting ethical policies that will be acceptable for the employees, the federal and state, the employees, as well as the overall performance of the organization. In doing this, the anticipated outcome include promoting group activities and teamwork that will have a shift in focus to a better contiguous workplace that allows the co-workers to mingle (Gilles 2016, p. 1532) freely. In that way, they will learn to know the personality of each other with the aim of creating a healthy and non-discriminating staff. With increased awareness of the need for a free working environment, the key outcomes anticipated will be a more diverse working environment that accommodates individuals with different skills and knowledge that ill at the result to productivity improvement within the workplace. In other words, the anticipated outcomes of adopting the action plan include; A boost in the protection and promotion of human rights and respect for employee dignity Increased anti-racism awareness, anti-discrimination and equality issues among the private and public officials and civil society with a mobilized support from the diverse community arena A documentation of updated information regarding racial discrimination and promoting a more comprehensive assessment of the strategies aimed at combating racial discrimination Addressing the major issues and concerns of employees facing racial discrimination An increased coherence and effectiveness of measures against racial discrimination Timelines and resources required Adopting the action plan will be carried out in a projection of 18 months with a classification of every strategy or step action as indicated in table 1. Table 1: Action plan and the prospected timelines as per the anti-racism strategy Action Plan Timeline Resources Required Delivering direct-participation programs 1 month - Trained experts on specific areas of racial discriminations Training and development of employees 4 months - Financial support Delivering pro-diversity messages 4 months - Volunteers from the community Supporting local agencies such as libraries and student clubs 6 months - Interview questionnaires Evaluation process 3 months Conclusion recommendation and closure of the project 1 month Key Risks In raising concerns to any form of racial discrimination, it is important to note that both the state and federal level deadlines are key issues to consider. According to Offermann et al. (2014), there are often very strict deadlines or timelines for the report and filing of racial discrimination claims. In case an employee feels he or she has been discriminated against, they not o hesitate their employment attorney in their areas of discussing their situation, a process that can be started with a free initial claim of the review. All through the implementation period, the process will implement both internal and external governance and monitoring strategies to ensure that every action plan is adapted to the completion as per the requirement. Upon complication of the exercise, an evaluation report will be presented for review by all the group members. The evaluation process will take place as stipulated in table 2. Table 2: evaluation strategy for different action plans in implementing the anti-racism strategy Action plan Evaluation strategy Measuring attitudes toward racism and cultural diversity Minimum of 30% completed survey by the staff Training and development awareness for the employees and the community A minimum of 20 individuals complete training Developing initiatives encouraging public and open space that is free from racism Successfully delivering a social awareness campaign Providing resources that will support clubs and associations towards enhanced inclusiveness and anti-racism. Feedback sorted and evaluated from the associations and clubs The group wins resources with at least two local student clubs within the first month of implementation Successful evaluation A comprehensive report is compiled in relation to every objective. Conclusion From the above analysis, it is a clear evidence racial discrimination is dangerous to the sustainability and organizational performance. As a result, the elimination of discrimination can be a good step in ensuring the organization is mitigated from potential liability for possible allegations of unfair practices. In many cases, both small and large organizations face the risk of bankruptcy as a result of fees on legal counsel for defending the employment actions of the company in addition to other settlement costs involved. It hence means that the elimination of racial discrimination is an essential step for any organization with the aim of creating a workplace that values workforce diversity. The action plan suggested will thus be helpful in ensuring that the organization complies with the state and federal recruitment and employment laws prohibiting any form of discrimination as a fundamental step to eliminate racial discrimination. In adopting the action plan, it is recommended that the organization develops human resources solutions and practices with the aim of sustaining diversity in the working environment to effectively achieve a diverse community of employees who will work towards the goals of ensuring success. In other words, it is possible to avoid racial discrimination in the workplace by ensuring the employers abide by the federal and state laws against discrimination, providing proper training for the workforce. It is also essential to create awareness with the aim of achieving a non-discriminating work environment that applies a zero tolerance policy in any form of discrimination in all the aspects of the organizational operation. However, there can be a few cases of exceptions such as when there is a need for offering employment to an individual of a particular race or ethnic group with the aim of maintaining authenticity or credibility in certain carriers such as modeling performance, artistic wor k, and drama among others. Objective 1: Raising understanding and awareness on racial discrimination Proposed Action Timelines Key Risks Evaluation 1. Delivering direct-participation programs One month Other employers may not be willing to participate in the bid of being guilty of racial discrimination The group wins resources with at least organizations within the first month of implementation 2. training and development of employees For months It is difficult to get enough time for training unless scheduled through the organization A minimum of 20 individuals complete training Objective 2: Strengthening the students organization capacity towards professionalism that is free Proposed Action Timelines Key Risks Evaluation 1. Delivering pro-diversity messages Four months It is a limited process that can reach only a minimum number of the target population It will be evaluated upon the positive response of the community towards the objective of the message content Objective 3: Achieving a healthy working environment that adopts not form of racial discrimination Proposed Action Timelines Key Risks Evaluation 1. Use of case study examples on other successful communities and organizations that embrace diversity and the resulting impacts in such areas. 1 weeks Not all case studies can be relevant to every target group or organizations thus requires scrutiny of the possibility Feedback sorted and evaluated from the associations and clubs 2. Supporting local agencies such as libraries and student clubs to adopt the nature of creating places free from racial discrimination 6 months Not every student often participates in the club, meaning that there is a risk of a large number not being reached. Successfully delivering a social awareness campaign List of References Graham, M, Belliveau, M, Hotchkiss, J 2017, 'The View at The Top Or Signing At The Bottom? Workplace Diversity Responsibility and Women's Representation in Management',ILR Review, 70, 1, pp. 223-258, Business Source Premier, EBSCOhost, viewed 26 August 2017. 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