Workplace inequalities in case of minority groups is still a burning issue in case of organisations which ultimately impacts the organisational performance. Employees are discriminated on the basis of different elements of diversity (Monks, 2007; Noon, 2010). It is viable for the organisations to positively consider the element of diversity and use the potential of different individuals to attain the better position of performance (Saint-Paul, 2008). Minority groups facing the problems of biases and discrimination in competitive organisational setting. It is crucial for organisations to critically consider the issue of inequalities which exist in case of minority groups and take necessary measures to effectively address this particular issue.
The department of the human resource in any organisation can play a major role to effectively deal with the issues concerning to the paradigm of different minority groups working in the organisation (Elliott & Smith, 2004; Syed & Özbilgin, 2009). Better intervention and communication at all the levels of the organisation can help all the employees to understand each other’s concern and avoid the feature of discrimination for any worker (Richards, 2001).
It is suggested for the organisations to promote the prospect of teamwork to achieve the organisational goals and objectives (Castilla, 2011; Pettit & Hook, 2009). Organisations can adopt the aspect of necessary training to deliver necessary knowledge to all the employees about the feature of diversity and to work effectively with each other without the negative consideration of any ethnic group (Williams & Adam-Smith, 2010). Different practices related to the feature of anti-racism ultimately make the working conditions more feasible for the minority groups working in the organisation. Proper and effective alignment of the organisational culture with the specific need s of the minority groups helps them to understand the particular approach of the organisations (Clarke & Gribling, 2008). Timely and effective feedback from all the employees also helps organisations to identify the issues related to the equality in the organisation and take necessary measures to eliminate the feature of inequalities in case of minority groups.
References
Castilla, E. J. (2011). Bringing managers back in: Managerial influences on workplace inequality. American Sociological Review, 76(5), 667–694.
Clarke, L., & Gribling, M. (2008). Obstacles to diversity in construction: the example of Heathrow Terminal 5. Construction Management and Economics, 26(10), 1055–1065.
Elliott, J. R., & Smith, R. A. (2004). Race, gender, and workplace power. American Sociological Review, 69(3), 365–386.
Monks, K. (2007). The business impact of equality and diversity: The international evidence. -4266.
Noon, M. (2010). The shackled runner: time to rethink positive discrimination? Work, Employment and Society, 24(4), 728–739.
Pettit, B., & Hook, J. L. (2009). Gendered tradeoffs: women, family, and workplace inequality in twenty-one countries. Russell Sage Foundation.
Richards, W. (2001). Evaluating equal opportunities initiatives: the case for a ‘transformative’agenda. In Equality, diversity and disadvantage in employment (pp. 15–31). Springer.
Saint-Paul, G. (2008). Innovation and inequality: how does technical progress affect workers? Princeton University Press.
Syed, J., & Özbilgin, M. (2009). A relational framework for international transfer of diversity management practices. The International Journal of Human Resource Management, 20(12), 2435–2453.
Williams, S., & Adam-Smith, D. (2010). Contemporary employment relations: A critical introduction. Oxford University Press.
