Remedy Discrimination When Hiring Women and Minorities

Remedy Discrimination When Hiring Women and Minorities



Remedy Discrimination When Hiring Women and Minorities

Reversed discrimination is a form of favoritism that aims at offering additional support to members of a minority group in the society over the dominating faction. This discriminative approach is one of the strategies promoted by the federal and local administrations of the United States in the effort of offering equal employment opportunities to women and other minority groups. It has similar principles with the affirmative action programs encompassed in the commercial organizations of this country (Crosby, Stockdale & Ropp, 2007). According to the latter strategy, all institutions should have a certain percentage of members from historically disadvantaged subgroups. Likewise, the aspect of comparable worth campaigns for equal wages for duties with a similar value. This is in terms of its complexities and the skills required in executing the task.

Accordingly, I perceive these remedy discrimination strategies as an effective way of attaining gender biasness in the society. For a long period, women and other minority groups have faced immense struggles in their efforts to acquire crucial positions in various organizations. Moreover, the educational system in the United States did not offer these groups an opportunity to improve their skills, an aspect that made it difficult for them to acquire positions in these companies. For instance, in the historic periods, Americans from African descent could not attend similar schools with the whites. Moreover, in the workplace, black people were servants as stipulated in Jim Crow (Robinson, 2003). For this reason, use of discriminative approaches in the modern policies governing the operations of these companies acts as a compensation scheme for the affected groups. Moreover, it is an appropriate way of enhancing equality in the society as stipulated in national policies.

Nonetheless, other strategies could aid in the total elimination of discrimination in the workplace. To begin with, an open-door policy in the commercial institutions may aid in ending discrimination against women and other minority groups. For instance, it is important for the management of a company to enhance their communication system with the human resources. This will make it possible for these historically advantaged factions to express their ideas and complains without experiencing any form of biasness. Moreover, these individuals will consider themselves as active participants in the development of the company, an aspect that will motivate them to seek more valued positions (Repa & Nolo Press, 2010). Moreover, the managerial team in business institutions should use teamwork as an approach of suppressing any form of biasness in the workplace. For example, integrating women in projects traditionally perceived at men’s tasks will facilitate equality. Consequently, the marginalized groups will strive to attain promotions owing to this suitable working environment.

Enhanced socialization in the workplace is also an appropriate approach of suppressing discrimination against women and other socially disadvantaged groups. This is possible by incorporating social events in the company’s calendar where the administrative team in the firm encourages members of all racial backgrounds, religious beliefs, and gender to participate. Subsequently, members from dominant factions in the society will perceive the marginalized groups as their equals. Furthermore, policies that discourage biasness should be part of the guidelines in the corporations (Lynch, 2002). For example, the relevant authorities should punish workers who act or talk in a discriminative manner. In conclusion, the strategies formulated by the government and the executive of various companies in the United States have been effective in suppressing favoritism in the workplace. Nonetheless, the management of these firms should implement additional measures to discourage discrimination against members of minority groups in the society.


Crosby, F. J., Stockdale, M. S., & Ropp, S. A. (2007). Sex discrimination in the workplace: Multidisciplinary perspectives. Malden, MA: Blackwell Pub.

Lynch, F. R. (2002). The diversity machine: The drive to change the “white male workplace”. New Brunswick, NJ: Transaction Publishers.

Repa, B. K., & Nolo Press. (2010). Your rights in the workplace. Berkeley, Calif: Nolo.

Robinson, D. A. (2003). A legal and ethical handbook for ending discrimination in the workplace. New York: Paulist Press.

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