Dr. Van Cleave Wk 3 DQ 1
In my point of view, women with school-age children are not different with those don’t have such responsibilities. This is because in the field of management, we cannot judge women managerial role with their responsibilities. A good manager is determined by their born talent, confidence, experience and managerial skills such as technical skill, conceptual skills and human skills (United States, 2005). There are numerous women with school-age children in different part of the world who makes good managers irrespective of their duties and responsibilities on their schooling children.
Therefore, I believe that a good manager is one that has certain qualities because she can be able to effectively carry out her duties. Organizations should not fear hiring women as managers in anxiety of performing dismally (Rutherglen, 2001). However, organizations should be amply considerate to give women a day-off if they inquire for it as they sincerely need it considering the position that they hold in the society.
Laure Note 1 Wk3
According to the test result which showed that none of the black or Hispanic applicants were eligible for promotion to lieutenant and only two Hispanics were eligible for promotion to captain this was not legal motive since was the cause that moved people to induce an action of finding their rights (Miller, 1994). This was a disparate treatment case not an adverse impact case since the city had a lawful justification for its race based action. As this article has demonstrated a racial motive not a legal motive, things get complicated when people notices that disparate treatment defenses are relatively easy for defendants; they simply articulate a nondiscriminatory reason for what they did. However, the implications for disparate treatment claims were enormous and, as noted above, beyond the ordinary. This disparate treatment resulted to disparate impact which is an intentional decision to treat people different based on their race. Legal defensibility standards must be practiced in selection context (Muchinsky, 1993).
Antoinette Note 2 WK3 DQ 2
The situation that CSB were in could not ended the way it ended if only in its result had included more black and Hispanic applicants who were eligible for promotion. This is because there could be cooperation of both the blacks and the Hispanic. DE Stefano system could involve psychologists’ personnel who could use their knowledge in balancing the selection and promotion of employees (Rutherglen, 2001). These strategies could be more reasonable than other forms involved in promotion since socially derived value judgments play a role in that context. The employee is assessed fully via his or her contribution and sacrifice to the work (Rutherglen, 2001). This is an essential opportunity that the candidates demonstrate their knowledge of work. So it is not good to favor someone due to his or her specific race, ethnicity or sex.
Jenni wk3 DQ 2
The blacks and Hispanics have equal rights to any other worker in the workplace. Promotion should be based on criteria and not skin color. Flinging the results because its results did not favor some people is a clear demonstration of disparate impact as clearly stipulated in doctrine of disparate impact (United States, 2005). Since the results of the test evidently designate that the blacks and Hispanics are not competent for promotion to lieutenant, the test results should be applied no matter who it will adversely affect. An institution should provide promotion and training opportunities to all its employees regardless of their skin color as provided by the 80% rule (United States, 2005). It is quite clear that if the results had favored the Hispanics and blacks the results would have been used. If such promotions were effected it would essentially stumble the organization for having incompetent personnel in high ranks. The plaintiff should seek for damages from the respondent (CSB) to prevent such discrimination from occurring in future.
Reflection
Women can perform unsurpassed in the managerial field despite having extra roles back at their home. They can cope with the duties at the workplace as well those at home. However, they need to strike a balance between the two. It is their technical and conceptual skills, talent, confidence, experience and managerial skills that makes them good managers. In my organization, I will give women an equal opportunity to corroborate themselves as they are potentially proficient of performing excellently.
Personality traits, experience, academic qualification and performance records should be used in job selection, promotion or recruitment. Race should not be a factor of contemplation since even the races that are considered to be minor perform just like any others (Rutherglen, 2001). As an I/O practitioner, conduct further research and assessment of employees at the workplace to find out if any form of discrimination is being practiced (Muchinsky, 1993). If any, I would initiate a strong campaign against discrimination at the workplace. It is still not clear as to why societies practice open discernment in the contemporary society.
Apparently, many organizations overlook I/O theory and the rules that govern ethics at the workplace. The government should formulate and implement strict policies that will fight against discrimination (Muchinsky, 1993). Everybody should be made to understand that disparate treatment is an outdated practice punishable under the laws. I/O psychologists should toughly come out and advocate against racial discrimination.
Reference
Miller, T. D. (1994). Understanding employment discrimination law: Clarifying disparate treatment analysis after St. Mary's Honor Center v. Hicks.
Muchinsky, P. M. (1993). Psychology applied to work: An introduction to industrial and organizational psychology. Homewood, Ill: Dorsey Press
Rutherglen, G. (2001). Employment discrimination law: Visions of equality in theory and doctrine. New York: Foundation Press.
United States. (2005). Theories of discrimination: Intentional and unintentional employment discrimination. Washington, D.C: U.S. Equal Employment Opportunity Commission, Technical Assistance Program.
