According to Gomez-Mejia et al. (2016), “Management of diversity will not be a high priority and a formal business objective unless managers and supervisors are held accountable for implementing diversity management and rewarded for doing so successfully (p. 141). Also suggested by these authors is diversity management should be one of the factors reviewed in performance appraisals for those in positions of authority. Clive Jenkins, the facility director, was irresponsible in his acceptance of the harassment and bias directed at his employee, Maalick, by the Treton coworkers. Not only were his actions inappropriate, he also demonstrated cultural determinism by not wanting to grant Maalick time off to participate in his religious confirmation
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Andrews, Hopkins and Persons (2013) address the issue that many companies chose to take the easiest path towards perceived compliance with equal employment opportunity (EEO) by establishing visual compliance measures such as EEO, diversity and anti-discrimination policies. In actuality, there is little power behind many of these policies because they lack enforcement mechanisms. Treton Communications, Inc., as a telecommunication giant, similar to many companies their size had the requisite policies and directives regarding equal opportunity employment and anti-discrimination directives. Overlooked for a job promotion following the harassment incident, Maalick filed a formal complaint with the HR department alleging religious discrimination and racial harassment. Upon filing the formal complaint, the case was reported to Judith Dixon who was the vice-president of Treton’s EEO and Diversity. After receiving the alleged complaint, Dixon went immediately to the Chenworth facility to address the issue. One resolution Dixon might suggest would be an internal review of the discrimination and harassment incident preceding the recent job application. Clive Jenkins actions should be investigated and he should be held accountable for his behavior during the incident per company policy. In addition, a review of his recent hire, along with the candidate’s qualifications compared to Maalick’s should be reviewed to determine …show more content…
84). Also relayed by these authors are that HR and legal departments cannot fulfill these laws alone. Treating people equally and fairly within organizations has to be the thought process of the organizational body. As Christian managers, we must practice this perspective in our places of work to demonstrate the love of Christ. In the Bible, James speaks about prejudgment and how we must treat all people as we want to be treated by stating, “ If you really fulfill the royal law according to the Scripture, “You shall love your neighbor as yourself,” you are doing well. But if you show partiality, you are committing sin and are convicted by the law as transgressors” (James 2:8-9, English Standard Version). Title VII of the Civil Rights Act mandates equal treatment regardless of race, color, gender, nationally and religion and is really a replication of the directives from the Bible written long
Andrews, Hopkins and Persons (2013) address the issue that many companies chose to take the easiest path towards perceived compliance with equal employment opportunity (EEO) by establishing visual compliance measures such as EEO, diversity and anti-discrimination policies. In actuality, there is little power behind many of these policies because they lack enforcement mechanisms. Treton Communications, Inc., as a telecommunication giant, similar to many companies their size had the requisite policies and directives regarding equal opportunity employment and anti-discrimination directives. Overlooked for a job promotion following the harassment incident, Maalick filed a formal complaint with the HR department alleging religious discrimination and racial harassment. Upon filing the formal complaint, the case was reported to Judith Dixon who was the vice-president of Treton’s EEO and Diversity. After receiving the alleged complaint, Dixon went immediately to the Chenworth facility to address the issue. One resolution Dixon might suggest would be an internal review of the discrimination and harassment incident preceding the recent job application. Clive Jenkins actions should be investigated and he should be held accountable for his behavior during the incident per company policy. In addition, a review of his recent hire, along with the candidate’s qualifications compared to Maalick’s should be reviewed to determine …show more content…
84). Also relayed by these authors are that HR and legal departments cannot fulfill these laws alone. Treating people equally and fairly within organizations has to be the thought process of the organizational body. As Christian managers, we must practice this perspective in our places of work to demonstrate the love of Christ. In the Bible, James speaks about prejudgment and how we must treat all people as we want to be treated by stating, “ If you really fulfill the royal law according to the Scripture, “You shall love your neighbor as yourself,” you are doing well. But if you show partiality, you are committing sin and are convicted by the law as transgressors” (James 2:8-9, English Standard Version). Title VII of the Civil Rights Act mandates equal treatment regardless of race, color, gender, nationally and religion and is really a replication of the directives from the Bible written long