Kristin Clauw
Overview
In order for a person to excel in a company and expand their
career horizon they must first be hired. This may seem like common sense but
for people it is the main barrier to their success. However, their lack of job
offers is not due to an absence of skills or experience but rather their
gender, race, or age. This kind of treatment is known as disparate impact. If
the applicants are offered the job and then suffer from inequality or harassment
it is disparate treatment. Bill Lann
Lee, a former U.S. Assistant Attorney General for Civil Rights stated “hiring discrimination is a fundamental problem; it
often denies more than one employment opportunity, cutting off future
opportunities as well. It is impossible to climb the rungs of a ladder if an
individual cannot get a foot on the first rung.” (2011). Discrimination
in hiring has been a problem for some time now and is still hindering deserving
candidates from reaching their potential.
Gender Discrimination
Years ago, in American history, women were forbidden from attending
college and receiving the same education as men. Things have long sense changed
on this front and now men and women sit side by side in the same classes, take
the same test, and graduate with the same degrees. Many times women often score
higher than their male counterparts. However, they still face discrimination in
the corporate world finding it difficult to obtain beneficial careers or
advance to higher levels. For example, in a study of the 1,000 largest
companies in the US, only 19 of the 4,000 highest paid officers and directors
were women (Chein, 1999). Even if a
woman can receive a high level job they may not make as much as men in similar
positions do.
One reason women face a consistent battle against men when
trying to advance in the workforce is due to stereotypes. Their “feminine” traits are seen as much less
desirable than that of the “masculine” mans. Often times they are categorized
as indecisive, dependent, emotional, and insecure. None of these qualities are
favorable in the business world and make many firms or boards, especially those
made up of mostly men, reluctant to hire women (Chein, 1999). In recent years there have been many women who
have made the climb up the corporate latter and given others hope but they are
still largely outnumbered by men.
Another cause for this unfair treatment is explained by
Heilman’s “lack of fit” model. This model is based on an individuals perceived attributes
and the perception of the job requirement. Fitness is then determined comparing
these two factors. If a good fit is found success is likely. It the fit is poor
the bias sets in. This model can be applied when discussing women’s role in
upper management. The perceived expectation when a woman is in these positions
is failure. Therefore, the fit is seen as poor and creates a bias (Chein,
1999). This is again caused by the
stereotype that woman’s skills and personalities are undesirable in top
positions.
Affirmative action has tried to put an end to this issue but
has faced heavy opposition. Even if it prevails it is not the best way to
combat this treatment. The most successful mechanism is to educate people both
inside and outside the workplace. In order for a stereotype to be broken people
must be made aware of why it is incorrect. This can be done by updating
policies, required training, and visible actions in the workplace that promote
equality.
Age Discrimination
While older applicants may have more experience they are
often not chosen over those who are younger. In 1993 the Fair Employment
Council (FEC) conducted a national survey to assess this discrimination. They
found that it varied by location, industry, and firm success. For example,
companies in the West and South had high discrimination rates than those in the
Northeast and Midwest. Also, manufacturing firms preferred the younger applicants
much more than the older ones (Shen 2001).
Even when people may be equally skilled and abled younger people are
seen as more active, energetic, motivated and beneficial to a successful or
growing company.
There are laws put in place in order to combat this
discrimination. The Age Discrimination in Employment Act makes it illegal to
discriminate in hiring, discharge, promotion, or treatment of persons over the
age of 40. The only time it is acceptable for a company to act in this manor is
when age is a Bona Fide Occupational Qualification (Shen, 2001). The burden
then shifts to the company to prove that age is in fact a business necessity. This
can be difficult to prove and many times victims do win and are awarded damaged
in court.
Stereotypes also play a role in age discrimination in
workplace. Employers may feel that older employees may not be able to keep up
or lack fresh ideas. On the contrary, older workers are more likely to stay at
a job and be more satisfied with it. They are also less likely to have
accidents and are just as flexible and trainable (Shen, 2001). The ways to diminish
this treatment is the same as with gender discrimination. Employees must be
aware of company polices as well as federal laws regarding these types of
workers. They should also experience training regarding how to handle any
issues that may arise from age discrimination. If people can be re-educated on
this topic less discrimination will occur.
Conclusion
In the end, all people should be evaluated based on their
skills, abilities, and experience rather than their demographic
characteristics. The EEOC works to protect workers effected by discrimination
and prevent it from being a problem in the future. With the proper education
and sensitivity training there is no reason that this issue can be eliminated
in the future. It is only fair that all people be given the same opportunities for
employment and advancement.
Bibliography
Chein, E.,
Kleiner, B. H., (1999). Sex discrimination in hiring. Equal Opportunities International, 18(5) Retrieved from http://search.proquest.com/docview/199607000?accountid=12924
Shen, G.,
Kleiner, B. H. (2001). Age discrimination in hiring. Equal Opportunities International, 20(8). Retrieved from http://search.proquest.com/docview/199610558
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