Employment Discrimination

756 Words4 Pages
Literature Review Lombardo (2017) defined employment discrimination as “the unfair treatment of employees based on prejudices”. She also stated the forms of employment discrimination can be based on (1) Equal pay compensation or when the management didn’t give same pay compensation even though both candidates have the same level of experience, (2) Sexual orientation or mistreating employee based on their sexual preference, (3) National origin/language or not hiring a candidate due to the language they speak or the country they come from even though it would not affect the job, (4) Race or preferring a certain race to hire and ignoring the opportunity for others (5) Sex or treating someone poorly due their gender and (5) Religion or discriminate…show more content…
However, there are some signs which can be indicators you are experiencing employment discrimination. Continues heavily recruiting of workers all year due to large number of resignation among the employees or the employees leave the company short after being hired can means the people are not happy or there are serious issues within the company. Symptoms of employment discrimination can also show as early as the interview process if the interviewer asks questions which are inappropriate or reference a stereotype. This inappropriate behavior may continue after hiring you. Workers who are target of discrimination may also experience strategic assignment of work duties. These strategies like giving lesser tasks or tasks that are impossible to complete successfully can make the employee to feel and be viewed as incompetent and thus the company has reason to terminate the employee. Demeaning conversation style can also be an indicator of employment discrimination. Consistent speaking in harsh or belittling tone for no apparent reason, jokes that is not funny at all or offensive comments made in your presence especially if these comments specifically reference religion, age, gender, race or sexual…show more content…
In his study about The Decision to Trust, he stated that relative power is an important factor in the decision to trust together with other nine factors including decision-maker factors, risk tolerance, level of adjustment, situational factors, security, number of similarities, alignment of interests, benevolent concern, capability, predictability and integrity, and level of communication. He said that if the truster or the decision maker is of high level of authority, he is more confident to trust because he can deter the person who violates his trust. On the other hand, if the truster is of low level of authority or no recourse, he is more likely in the vulnerable situation and thus will be less comfortable trusting. On the Practical Ways of Managing Trust, it was advised there to avoid the issue of trusting in accordance with relative power, leaders should “Provide choice when possible; avoid being coercive (Hurley, 2006)” and “Communicate that leadership decision aren’t made arbitrarily by explaining how they serve organizational interests” (Hurley,
Open Document