discrimination at workplace essay

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Confronting the Uncomfortable Reality of Workplace Discrimination

The u.s. is finally addressing racism in law enforcement. while we’re at it, let’s tackle workplace discrimination as well..

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Widespread protests have filled the streets in every U.S. state and around the world almost daily since George Floyd’s murder at the hands of Minneapolis police late in May. As the Black Lives Matter movement reminds us — and as the murders of Floyd, Rayshard Brooks, Breonna Taylor, and too many others have made painfully obvious — Black people often experience a harsher standard of treatment at the hands of the police than White people do. The sheer number and variety of people now speaking out on social media against discrimination and police brutality, and organizing and attending diverse protests worldwide, suggest that the push toward greater accountability and racial equality in law enforcement is gaining momentum. We could not be happier about this development — but we can’t stop there.

Our research involves a different form of racial discrimination, one that directly affects almost every facet of Black American lives. Workplace discrimination — employers’ tendency to value White employees over Black employees — has had devastating consequences for generations of Black Americans. We know some of the solutions, but we need the social will to implement them.

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The list of discriminatory workplace practices is long and backed by research . Applicants with White-sounding names are more likely to receive calls back from potential employers than those with Black-sounding names. 1 Studies have shown that darker-skinned applicants face distinctive disadvantages when applying for jobs compared with lighter-skinned applicants. 2 One study even found that a White applicant with a criminal record received more interest from employers than a Black applicant with no record — an injustice compounded by the racial discrimination of law enforcement, which has increased the likelihood that Black Americans will have a criminal record. 3

Systemic discrimination doesn’t stop once someone has landed a job. Racial bias affects negotiations over starting pay, future wages, and upward mobility. In short, Black employees start off making less money than their White colleagues, a disparity that compounds over time. Black employees also receive promotions less often. 4

A third significant blow comes when economic times are tough, as they are now. Many Black Americans believe they are the “last hired and first fired,” and it appears that there is some truth to that. Across industries and job levels, Black employees are more likely than White employees to be laid off or fired, particularly in times of transition and economic uncertainty. 5 That’s true even after accounting for any other factors — such as experience or education levels — that might provide an alternative explanation.

Employment discrimination and racism, combined with the COVID-19 pandemic, have proved absolutely disastrous for Black Americans. More unemployment, less health care coverage, overrepresentation in public-facing “essential” jobs, and underrepresentation in jobs that can be performed remotely have left many Black Americans in the crosshairs of the virus , both economically and physically. Indeed, Black Americans are nearly 2.5 times as likely as their White counterparts to die from COVID-19.

None of this should detract from the essential work of addressing racial disparities in law enforcement, but let’s not limit the power of this movement to criminal justice. To reach the full potential of the current movement, we must fight systemic racism in all facets of life, including employment. To combat workplace discrimination, we encourage employers to apply the following strategies:

• Think long term. Much of the racism we are seeing is structural, having been built into institutions for decades, so it is unlikely to be remediated altogether in a matter of months. To make substantive, long-lasting changes, senior-level executives should deliberately define not only diversity but also inclusion as elements of their organizations’ strategic- and succession-planning processes. Consciously working to develop inclusive systems can help catalyze a positive trickle-down effect. 6
• Start playing detective. Like police brutality, racial discrimination is against the law. However, there is unlikely to be video evidence to prove that it has occurred, particularly when it’s not explicit. Organizations need to conduct diversity audits, looking at human resource data for signs of racism. For example, examining personnel data by race for systemic differences can surface discriminatory practices, such as in performance management — Black employees being rewarded less generously for good performance, perhaps, or reprimanded more harshly for counterproductive work behavior like tardiness than White colleagues who exhibit similar behavior. 7 Additionally, look for signs of workplace segregation by job types and levels within the company, which may stymie the promotion of Black employees to the upper ranks. HR personnel can examine such data and include it in periodic internal reports. In addition, senior executives can collaborate with HR in carefully reviewing and comparing data on performance, compensation, and other financial rewards to discern internal racial inequities.
• Look for both intentional and unintentional discrimination. Discrimination can be intentional (disparate treatment) or unintentional (disparate impact), and it is important to address both aspects of it. Good intentions may be enough to reduce intentional discrimination, but they won’t stop unintentional bias. For instance, companies often place hurdles in the hiring process, looking for qualities or qualifications that aren’t truly needed to perform the job, which can skew the hiring selection in favor of some groups. Unintentional discrimination also can occur in interpersonal interactions, such as in extending (or neglecting to extend) invitations to participate in networking opportunities or events where important decisions are made, and in overlooking or discrediting the contributions of Black employees. 8 Unintentional discrimination is often subtle, yet its consequences can be as harmful to its targets, and in some cases more so, than intentional discrimination. 9
• Hold everyone accountable. Systems of accountability are critical to limiting the impact of individual biases. When people know someone is watching, discrimination often declines. Surveys, focus groups, and affinity groups can provide valuable information about an organization’s climate and the degree to which it is inclusive of all employees. The information gleaned from these tools can be used to assess organizational progress. Many large companies, in fact, now tie executive compensation to the achievement of organizational diversity goals .

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Additionally, establishing and enforcing consequences for violations sends a clear message about accountability and signals that racial bias will not be tolerated. Front-line managers can be a first line of defense by conducting regular check-ins with employees to monitor whether the work environment is free from discrimination (both intentional and unintentional) and help ensure that it is by enforcing zero-tolerance or progressive discipline policies. Individual employees can also hold one another accountable by recognizing and speaking up against racial bias when they see it. Research shows that confronting individuals about racial bias can reduce such behavior. 10 The effects of witnessing racial bias have been compared to exposure to secondhand smoke, with repercussions for bystanders as well as targets, making such confrontations helpful not only for the targets of bias but also for their colleagues. 11

Racial discrimination in the workplace, racial bias in police brutality, and racial inequality in the outcomes of the COVID-19 pandemic are not isolated phenomena. The interconnected devaluation of Black lives (relative to White ones) extends across settings; the systemic racism that makes Black Americans more susceptible to police brutality also perpetuates continued racial inequalities across the employment life cycle. As the movement for greater racial equality grows and we continue to fight systemic racism in policing, we must also tackle racial discrimination in other important contexts, including education, health care, housing, finance, and, of course, the workplace. To be clear, the actions outlined above alone won’t solve the problem of workplace discrimination, but they could move us a step closer to the lofty ideals of equal opportunity espoused by America’s founders and promised by the Civil Rights Act of 1964.

Editor’s Note: An adapted version of this article appears in the Fall 2020 print edition.

About the Authors

Derek R. Avery is the C.T. Bauer Chair of Inclusive Leadership at the Bauer College of Business at the University of Houston. Enrica N. Ruggs ( @enruggs ) is an assistant professor of management and director of the Center for Workplace Diversity and Inclusion at the Fogelman College of Business and Economics at the University of Memphis.

1. M. Bertrand and S. Mullainathan, “Are Emily and Greg More Employable Than Lakisha and Jamal? A Field Experiment on Labor Market Discrimination,” The American Economic Review 94, no. 4 (September 2004): 991-1013.

2. M.S. Harrison and K.M. Thomas, “The Hidden Prejudice in Selection: A Research Investigation on Skin Color Bias,” Journal of Applied Social Psychology 39, no. 1 (January 2009): 134-168.

3. D. Pager, “The Mark of a Criminal Record,” American Journal of Sociology 108, no. 5 (March 2003): 937-975.

4. D.R. Avery, S.D. Volpone, and O. Holmes IV, “Racial Discrimination in Organizations,” ch. 7 in “The Oxford Handbook of Workplace Discrimination,” eds. A.J. Colella and E.B. King (New York: Oxford University Press, 2018).

5. K.A. Couch and R. Fairlie, “Last Hired, First Fired? Black-White Unemployment and the Business Cycle,” Demography 47, no. 1 (February 2010): 227-247; and K.A. Couch, R. Fairlie, and H. Xu, “Racial Differences in Labor Market Transitions and the Great Recession,” in “Transitions Through the Labor Market,” eds. S.W. Polachek and K. Tatsiramos (Somerville, Massachusetts: Emerald Publishing, 2018), 1-54.

6. D.A. Thomas, “Diversity as Strategy,” Harvard Business Review 82, no. 9 (September 2004): 98-108.

7. A. Luksyte, E. Waite, D.R. Avery, et al., “Held to a Different Standard: Racial Differences in the Impact of Lateness on Advancement Opportunity,” Journal of Occupational and Organizational Psychology 86, no. 2 (April 2013): 142-165.

8. A.N. Smith, M.B. Watkins, J.J. Ladge, et al., “Making the Invisible Visible: Paradoxical Effects of Intersectional Invisibility on the Career Experiences of Executive Black Women,” Academy of Management Journal 62, no. 6 (December 2019): 1705-1734.

9. K.P. Jones, C.I. Peddie, V.L. Gilrane, et al., “Not So Subtle: A Meta-Analytic Investigation of the Correlates of Subtle and Overt Discrimination,” Journal of Management 42, no. 6 (September 2016): 1588-1613.

10. A.M. Czopp, M.J. Monteith, and A.Y. Mark, “Standing Up for a Change: Reducing Bias Through Interpersonal Confrontation,” Journal of Personality and Social Psychology 90, no. 5 (May 2006): 784-803.

11. D. Chrobot-Mason, B.R. Ragins, and F. Linnehan, “Second Hand Smoke: Ambient Racial Harassment at Work,” Journal of Managerial Psychology 28, no. 5 (2013): 470-491.

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Brittany granberry, shirley engelmeier.

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The last great stigma

Workers with mental illness experience discrimination that would be unthinkable for other health issues. can this change.

by Pernille Yilmam   + BIO

It is not difficult to find stories about the burdens and barriers faced by employees or job-seekers with mental illness. For example, it was recently reported that Scotland’s police denied a position to a promising trainee because of her use of antidepressants – in keeping with a rule that officers must be without antidepressant treatment for at least two years. In other cases, people have reported being fired from jobs at a university, a nursing home facility, a radio station, and a state agency following requests for medical leave due to postpartum depression, anxiety, depression and bipolar disorder, respectively. A US government commission maintains a select list of resolved lawsuits against companies that involved claims of mistreatment based on a worker’s mental health condition.

Often, the impact of negative attitudes toward mental illness is less overt than in these examples. More than a decade ago, a university professor named Suzanne published a book in which she openly discussed her life with bipolar disorder. The personal details that she revealed in the book, she told me, became a foundation for discriminatory treatment at her workplace. She said she experienced professional isolation in the hallways and meeting rooms: that colleagues stopped inviting her to collaborate with them, that she was shut down in department meetings and cut off from participating in decision-making committees. She attributes these developments to knowledge of her mental illness.

‘I experienced a very noticeable chill, averted eyes, actually being cut off when speaking in meetings,’ Suzanne recalled. ‘Lots of loaded language, of the “Well, SOME people just need to take their meds” variety, in meetings. This was the stage of my professional career where I started calling myself “the crazy lady in the corner”.’ At one point, when she had to take medical leave to address symptoms associated with her condition, a colleague opined that she was ‘lucky’ to have the option.

I n light of such stories, it’s not surprising that concerns about revealing mental health problems at work are commonplace. It’s estimated that 15 per cent of working-age adults have a mental health condition, and in a 2021 survey in the US, three-quarters of workers reported one or more symptoms of mental illness. One study surveying more than 800 people with major depressive disorder worldwide found that between 30 and 45 per cent reported experiencing discrimination in the workplace, with people in high-income countries reporting it at higher rates. A third of US employees polled by the American Psychiatric Association said they were worried about the consequences at work if they sought help for their mental health condition. In England, 61 per cent of survey respondents who were severely affected by mental illness said that ‘the fear of being stigmatised or discriminated against’ stopped them from applying for jobs and promotions. While there are signs that stigma related to mental illness has decreased over time (at least in some countries), stigma and discrimination continue to pose a problem in many workplaces.

Since the 1990s, a number of laws around the world have prohibited discrimination against employees with physical and mental disabilities. Among these are the Americans with Disabilities Act of 1990 in the US, the Disability Discrimination Act 1992 in Australia, and Article 13 of the Amsterdam Treaty of 1997 in the European Union. While these laws have done much to advance protections for people with disabilities, their impact on the treatment of people with mental illness – which constitutes a form of disability for many – has clearly had limits.

Mental illness-related discrimination persists as a multilayered problem characterised by fear, misconceptions and underenforced laws. The encouraging news is that scientists have been developing interventions to help reduce stigma and discrimination related to mental illness – approaches that should receive much more attention if advocates, employers and governments want to make workplaces fairer for all.

Job seekers reluctant to mention a mental illness history were more likely to be employed six months later

Discrimination against people with mental illness is often rooted in preconceived notions about what mental illness is and how it affects someone’s ability to work. These negative misconceptions are forms of mental illness stigma . Research has found that stigma is sometimes expressed by employers and colleagues as an issue of trust: eg, a belief that people with mental illness need more supervision, that they lack initiative, or that they are unable to deal with clients directly. Some might believe that people with mental illness are dangerous, or that they should hold only manual, lower-paying jobs. Research also suggests that many employers and coworkers believe people with mental illness should participate in the workforce, but are reluctant to work with them directly – which has been described as a type of ‘not in my backyard’ phenomenon.

Discriminatory behaviours have been investigated as well. In the US, researchers found that fictitious job applications that mentioned an applicant’s hospitalisation for mental illness led to fewer callbacks than applications noting a hospitalisation for a physical injury. Similar results were observed in Norway. In Germany, scientists found that job seekers who were more reluctant to mention their mental illness history in applications and interviews were more likely to be employed six months later. In addition to the potential impact on hiring, some people with mental illness have told researchers they believe they have been refused a promotion due to their condition.

In one revealing study , Matthew Ridley, an economist at Warwick University in the UK, had pairs of strangers collaborate on a virtual task. Before the task, each participant was shown characteristics of the person they had been matched with, which in some cases included mental illness. Ridley then asked if they wanted to be paired with someone else instead. The participants, he found, tended to be willing to give up some of their anticipated financial compensation to avoid working with a person who had significant depression or anxiety symptoms. When asked why, they indicated that they thought people with a mental illness would be less efficient in completing the task, would require more support, and would be less fun to work with. (For their part, among the participants who revealed to Ridley that they had a mental illness, a majority said they would pay to not have that fact revealed to their partner.)

In the end, participants were paired randomly and, when Ridley analysed the results, he found no differences in task success or enjoyment, regardless of whether someone worked with a person who had a mental illness. The findings capture how negative assumptions can come into play – and prove to be inaccurate – even in the context of a temporary collaboration.

T he perpetuation of mental illness stigma and discrimination comes at a cost not only to the affected individual, but also to companies and societies. The World Health Organization (WHO) estimates that mental illness costs the global economy $1 trillion annually. Among the reasons for these astronomical costs are the higher rates of sick days and unemployment among people with mental illness. The increased absences are partly due to lack of access to treatment; in 2021, it was estimated that only half of all US adults with mental illness had received mental health services in the past year. But a potential aggravating factor is that some employees with mental illness refrain from using their work-associated health insurance for treatment, out of fear that their employer will learn about their condition, resulting in their dismissal, or other forms of discrimination.

The denial of reasonable workplace accommodations could also make a person’s job more difficult and absences more likely. For a person who uses a wheelchair, an accommodation might be a ramp where there are stairs; for a person with a mental health condition, such as an anxiety disorder or ADHD, it could mean having a private office or noise-cancelling headphones to help with concentration problems, or flexibility in one’s work hours in order to attend healthcare appointments or accommodate heightened symptoms. It could also mean requesting leave for a mental health condition – up to 12 weeks in the US, similar to medical leave for physical injuries or for sickness. But some employees might avoid requesting the accommodations they are legally allowed to receive, simply because they suspect that doing so puts their job security and potential for advancement at risk.

The greater amount of absences among people with mental illness can make firings more likely. Losing a job can worsen mental illness, and people often stop applying for new jobs because they anticipate stigma and discrimination.

A list of the top 10 disabilities in US discrimination claims included depression, anxiety disorder and PTSD

Of course, one’s experience of work itself – a major cause of stress for many people – can also contribute to mental illness. One woman I spoke with, whom I’ll call Sara, shared that unsupportive and hostile work environments have made her anxiety even worse than it used to be. She believes that having to take time off work for her mental health led to her sudden termination from her previous job.

Under the Americans with Disabilities Act (ADA), US employers are legally prohibited from discriminating based on physical or mental disabilities at any point during hiring, firing or professional evaluation. The same is true in Australia, based on the Disability Discrimination Act. Other countries have passed antidiscrimination legislation since then too, including South Africa’s Mental Health Care Act 17 of 2002 and India’s Equality Bill, 2019.

Yet, as we’ve seen, decades after the implementation of the ADA, problems remain. Studies continue to document stigma and discrimination against workers with mental illness. In 2020, a list of the top 10 disabilities in US discrimination claims included depression, anxiety disorder and PTSD. In Australia, a commission concluded back in 2004 that the country’s antidiscrimination legislation had been less effective in helping people with mental illness than those with mobility and sensory disabilities. In the EU, where Article 13 of the Amsterdam Treaty created a binding agreement to illegalise discrimination based on disabilities, researchers and clinical professionals were quick to point out its vagueness and lack of defined scope. An EU-funded consensus paper from 2010 documented the continued problem of discrimination against employees and job-seekers with mental illness.

Reports such as these call into question whether even a major law like the ADA can adequately address discrimination related to employee mental illness. And they should prompt us to reconsider how best to combat the problem. One question we can ask is: what might limit the impact of such laws in curbing discrimination against people with mental illness, compared with discrimination against people with physical disabilities? Let’s consider three potential answers.

F irst, discriminatory behaviour is not always obvious, and sometimes it is not even intentional. Compared with an employee who uses a wheelchair, it might be easier to dismiss a socially anxious person’s need to work from home. Compared with someone who is getting treatment for cancer, it might be easier to question whether an employee newly diagnosed with bipolar disorder will ever return as a valuable employee after their medical leave. Compared with a trauma-induced concussion, it might be easier to wonder whether a hypersensitivity to noise, related to PTSD, is really legitimate. Mental illnesses and their effects on people’s daily lives are often less apparent to others than the effects of a physical disability.

Second, laws like the ADA work only if people open up about their disabilities. The physical disability community has in the past decades led a cultural shift from exclusion and shame toward inclusivity and empowerment. People with physical disabilities have community, speak up and exercise their rights. Although there are ongoing efforts by people with mental illness to raise awareness about their experiences, many individuals stay quiet due to shame about their own condition or fear of how others will respond.

Even employers who want to hire people with mental illness can be subject to misguided beliefs

Lastly, the public stigma against mental illness bleeds into what people are expected to be able to handle and achieve. While physical disability is commonly perceived as a challenge with movement, mental illness is perceived as a challenge with thinking. Physical disabilities are seen as being caused by accidents or other unfortunate circumstances, while mental illnesses are often incorrectly seen as a choice or an inherent character flaw. Other misconceptions are that mental illness generally is untreatable or renders people violent or unable to work. An employer might therefore deem a person with mental illness unable to meet their job responsibilities, even when this assumption is unfounded.

Antidiscrimination laws are important, but they do not eliminate the tolls of stigma and capitalism. Employers want to make money, and a mental illness can be seen as a financial liability. Even employers who say they want to hire people with mental illness can be subject to misguided beliefs. And even when companies do grant accommodations, they might be limited. Sara, who in addition to struggling with anxiety has long had difficulty with focusing in distracting environments, was recently diagnosed with ADHD. Together with her psychiatrist, she submitted a request to her large corporate employer to work from home on two weekdays of her choosing, which would enable her to better focus on computer tasks – something that for her is much more difficult in a distracting open-office environment. She told me that it took six months for the accommodation request to be processed; in the end, she was allowed to work from home only on Mondays.

If people can develop the compassion needed to understand why ramps should be installed for use by employees with wheelchairs, there must be a way to heighten compassion for those who would benefit from, for example, a less distracting work environment. But history suggests it won’t be enough to make discriminatory practices illegal. It will require a change in perceptions.

F or many employees or job candidates with a mental illness, the prospect of workplaces free of stigma and discrimination may seem unattainable. ‘I cannot say anything definite that helps [reduce discrimination],’ Suzanne tells me. ‘If you keep your head down and do your job, then good people will eventually accept that this person is still fulfilling their job.’ There are, however, scientifically supported strategies that could be used in efforts to reduce mental illness stigma – and, consequently, discrimination – in workplaces. To the frustration of many anti-stigma advocates, these strategies have not yet been widely implemented.

One basic stigma-reducing strategy is based on social contact. Research suggests that people who have regularly interacted with someone who has personal experience with mental illness (such as a family member, friend or colleague) are often less likely to stigmatise and discriminate, and may be more likely to engage in empathic conversations about mental illness with employees. A law like the ADA should in theory have facilitated more social contact: if it freed more employees to disclose their mental illness and ask for reasonable accommodations, their coworkers would have learned that someone can have a mental illness and still be smart and productive. But, again, many people still do not disclose their mental illness (for fear of discrimination or other reasons), and coworkers cannot learn from what is not disclosed.

Educating HR professionals about mental illness could help reduce discriminatory practices

Another promising method for improving attitudes and behaviour toward employees with mental illness is psychoeducation. Broadly speaking, psychoeducation, also known as mental health education or mental health literacy, is a method of teaching what mental health is, why people might develop mental illnesses, and how these illnesses can be prevented and treated. It can also include the sharing of actionable strategies for coping with symptoms and crises, both acutely and preventatively. Psychoeducation incorporates components of group therapy and cognitive behavioural therapy, and is frequently used by psychiatrists and therapists in clinical settings. It was originally developed to support patients with severe mental illnesses, such as schizophrenia or bipolar disorder, and their families.

Excitingly, psychoeducation can also be used to help change the way workers with mental illness are perceived. While it has been most studied among patient groups as a method to reduce symptom severity and increase healthy coping strategies, it has been employed in professional settings too. For example, a systematic review of studies indicated that psychoeducational training for managers can improve their ‘knowledge, attitudes and self-reported behaviour in supporting employees experiencing mental health problems’. One study reported that managers who received psychoeducational training felt more confident in talking with employees about mental illness and were more likely to reach out to an employee who had an extended absence due to mental illness or stress. Researchers have also suggested that educating human-resources professionals about mental illness could help reduce discriminatory practices. Recently, the implementation of psychoeducational programmes in six companies within high-stress industries (such as hospitality) was found to reduce ratings of stress among workers and mental illness stigmatisation among workers.

The results from these studies are encouraging. Because psychoeducation can be delivered virtually in group settings and can be led by non-experts who’ve received appropriate training, it is also a cost-effective, scalable method. (Full disclosure: last year, I founded a nonprofit that has started to offer psychoeducational services in schools and other organisations.) But, for now, this approach appears to be rarely deployed in workplaces outside of research studies.

T he psychoeducation programmes in these studies typically take place in weekly, one- to two-hour sessions, lasting from a few weeks to months, and they are most often led by mental health professionals. They tend to focus on teaching people about and facilitating conversations on the causes, types, presentation and treatments of mental illness. The programmes often spend a considerable amount of time debunking common myths about mental health, and provide exercises to enable participants to help themselves or others with a mental illness. These exercises might include cognitive-behavioural tools for ‘fact-checking’ thought patterns, problem-solving skills, daily mood journals, and breathing exercises. A major goal is to challenge ideas about mental illness that underlie stigma and discrimination.

In a 2022 policy brief on mental health at work, the WHO argued for greater efforts to improve mental health literacy and support employees with mental illness. Psychoeducational programmes could be a prime tool for pursuing these goals, a staple for companies that aim to comply with antidiscrimination law and improve employee wellbeing. If psychoeducation helps key stakeholders, such as employers and human-resources professionals, to treat employees and job candidates with greater understanding, that might also lead to fewer sick days, enhanced productivity and more employment among people with mental illness. Perhaps work itself will become a less prominent driver of stress.

Some companies currently provide offerings such as unlimited vacation days, meditation apps or yoga sessions as a way to show support for employees’ wellbeing. But these sorts of benefits likely do little to address stigma or discrimination in workplaces. Moreover, implicit in this strategy is the idea that mental illness is a problem that can and should be addressed by individual employees, without putting broader workplace conventions and beliefs into question.

‘In contrast to my mental illness, my concussion was immediately accommodated’

While a severe version of a state such as psychosis or mania can be devastating for the person experiencing it, most people who have a mental health condition are not dealing with crises from day to day. Yes, someone with mental illness might be more easily distracted, more sensitive to noise or less social, but that doesn’t mean that their symptoms will inevitably hamper their job performance. What does hamper performance is when companies neglect to provide reasonable accommodations, even when studies suggest that the benefits associated with providing such accommodations outweigh the costs.

Wouldn’t most companies be inclined to provide structural and logistical support for an employee who suddenly became paraplegic, or who suffered another disabling physical ailment? One former tech industry employee told me that she saw a marked difference in how her leave-taking was received depending on whether it was mental health-related or not. ‘A while after returning from my mental health leave,’ she says, ‘I got a concussion for which I needed partial leave. The symptoms I had were so similar to my PTSD but, in contrast to my mental illness, my concussion was immediately accommodated with a 90-day medical leave and temporary part-time work schedule without any stigma.’ Sara, too, noticed a stark difference when she needed medical leave and other task-related accommodations to recover from shoulder surgery, as opposed to accommodations related to her mental health.

The evidence of ongoing and unnecessary burdens on workers with mental illness calls for honest consideration of what previous antidiscrimination measures have and have not achieved. Employers and governments have yet to fulfil the promise of landmark antidiscrimination laws for the many millions of people who go to work with mental health conditions. Fortunately, there is hope that evidence-backed approaches such as psychoeducational programmes could – if more widely embraced – provide an effective tool for making workplaces fairer and more supportive.

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How To Write an Essay About Discrimination

Understanding the concept of discrimination.

Before you begin writing an essay about discrimination, it's crucial to understand its definition and the various forms it can take. Discrimination is the unjust or prejudicial treatment of different categories of people, especially on the grounds of race, age, sex, or disability. Start your essay by defining discrimination and differentiating it from prejudice and bigotry. Explore the different types of discrimination, such as racial, gender, age, religious, and disability discrimination. Understanding these variations is important to provide a comprehensive view of the topic in your essay.

Developing a Focused Thesis Statement

A strong, focused thesis statement is essential for an effective essay on discrimination. This statement should present a specific angle or argument about discrimination. For example, you might choose to write about the impact of discrimination in the workplace, the role of systemic discrimination in society, or strategies to combat discrimination. Your thesis will guide the direction of your essay and ensure that your analysis is structured and coherent.

Gathering Supporting Evidence

An essay about discrimination should be supported by relevant facts, data, and examples. This might include statistical evidence, case studies, historical examples, or current events. For instance, if you are discussing racial discrimination, you might include recent incidents that have gained public attention or historical legislation that has contributed to systemic racism. Use this evidence to support your thesis and strengthen your arguments.

Analyzing Causes and Effects

Dedicate a section of your essay to analyzing the causes and effects of discrimination. Discuss various factors that lead to discriminatory practices, such as stereotypes, ignorance, and societal norms. Explore the impact of discrimination on individuals, communities, and society as a whole. For instance, consider how workplace discrimination can affect employee morale and productivity. This analysis will help readers understand the complexities of discrimination.

Proposing Solutions and Conclusions

Towards the end of your essay, discuss potential solutions to address discrimination. This could include policy changes, educational programs, or grassroots initiatives. Highlight initiatives that have been successful in combating discrimination and suggest areas where more work is needed. Conclude your essay by summarizing the key points discussed, restating the importance of addressing discrimination, and encouraging further research or action.

Final Review and Editing

After completing your essay, it's important to review and edit your work. Ensure that your arguments are clear and supported by evidence. Check for grammatical errors and ensure that your essay flows logically. It might also be helpful to get feedback from others, perhaps classmates or a teacher, who can provide a fresh perspective. A well-polished essay will communicate your ideas more effectively and demonstrate your understanding of discrimination and its impacts.

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Employee Discrimination at Workplace

Introduction

Workplace discrimination is among the major issues that affect several modern organizations in the US. Today, the US is a highly diversified society due to the influx of people from other countries who come to look for jobs and better opportunities in life. As a result, many organizations in the US have a more diversified workplace environment. Despite the greater diversity at workplaces, workers always tend to associate with others who share their cultural beliefs and practices.

In this regard, minority groups have found themselves alienated from dominant groups as employees define themselves based on their cultural orientations, belief systems, age, ethnicity, religion, nationality, or any other relevant demographical characteristics. In addition, there is an emerging LGBT group as workplaces evolve. This may cause workplace discrimination if organizations fail to address it effectively. Workplace discrimination has negative impacts on employee productivity.

It inhibits teamwork and cooperation when employees are required to work together and address certain issues in an organization. In addition, discrimination at work limits employees’ creativity and innovativeness because it hampers the culture of knowledge sharing. In this regard, organizations should address workplace discrimination effectively to ensure that it does not hinder employees and organizational prosperity. This research will utilize a case study qualitative approach in data collection and analysis in order to find a solution to employee discrimination at the workplace.

Purpose of the study

The purpose of this case study is to explore cases of workplace discrimination, the basis of discrimination, and propose effective ways of stopping the widespread and persistent employment discrimination.

Problem statement

Recent social researches revealed that American society had been affected by the problem of discrimination ever since slavery, and the slave trade was introduced in the country several centuries ago. In addition, several scientific field studies, academic journals, court cases, newspapers, and other reliable sources have documented widespread and continuing workplace discrimination (Huppke, 2013). This situation shows a lack of fairness in workplaces. While fairness at workplaces is critical, many employees continue to experience workplace discrimination. Consequently, their productivity and potentials have declined because discrimination at workplaces hampers outcomes and can be major occupational hazards (Okechukwu, Souza, Davis, & de Castro, 2014).

Literature Review

Roscigno (2007) noted that discrimination intensified after the abolition of slavery and soon after independence. Americans have embraced the culture of tolerance because the world looks for it as a pillar of democracy and just society. As a result, there are remarkable improvements as society aims to be free from any form of discrimination. Nevertheless, discrimination is yet to be eliminated in American society. Roscigno (2007) further stresses that current socio-cultural variations among employees are the major contributing factors to discrimination at workplaces.

While some cases of discrimination are obvious, others may not be directly noticeable to employees, for instance, in cases where an individual is paid less salary compared to others or assigned inhumane tasks. In addition, workplace discrimination may also take soft forms, such as denying an employee a promotion that he or she deserves because of her or his gender, culture, religion, race, or any other demographical factors. Workplace discrimination could also be in the form of alienation of other employees because they do not share common beliefs or cultural practices.

According to Cohn (2009), it is imperative to address discriminatory issues at workplaces in order to avoid their impacts on an organization. Employees can work as a team when an organization addresses any discriminatory challenges it faces. This will allow employees to share new ideas and promote innovation across various fields. When employees work as a team, they are most likely to find solutions easily because of idea-sharing. Workplace discrimination affects employees’ morale, and therefore, it is necessary for organizations to eliminate it and value their employees in order to boost productivity.

Employees who watch others treated unfairly may also perform poorly (Huppke, 2013). A lack of discrimination at workplaces could foster employee unity and help in addressing broader individual or organizational challenges. According to Huppke (2013), employees should come to work safely in the knowledge that they “will be judged solely on their performance” (p. 1). This can be a great source of security for employees who can be able to achieve their full work potential (Huppke, 2013). Therefore, both employees and organizations will benefit from the elimination of workplace discrimination.

Research questions

Specific research questions are important in defining a path that guides data collection in any project. They provide researchers with a guideline on the type of data to be collected. Consequently, researchers avoid the collection of irrelevant data. In qualitative research, open-ended questions are often used to give the respondents the opportunity to express their views freely. The following are some of the research questions that will guide the process of data collection.

• What is your view about discrimination at your current or past workplace?
• What forms of discrimination have you experienced at your current or past work?
• How do you think the victims of discrimination feel when they are within the workplace?
• Do you believe that discrimination against employees has a significant impact on the overall output of the firm?
• What do you believe is the best way of addressing the issue of discrimination in the workplace?

Method of Investigation

Study design.

This research will use case study qualitative method to collect and analyze data. According to a study by Tellis (1997), case study is “an ideal methodology when a holistic, in-depth investigation is needed” (para. 1). Hence, it is an effective methodology for investigating workplace discrimination.

Participants

A case study will be conducted in a single organization to determine issues of workplace discrimination. The researcher recognizes that a case study involves multi-perspective analyses and therefore, several participants will be selected for interviews. Only participants who will be able to provide accurate and alternative explanations will be involved in the study. This strategy would ensure validity of the study because of multiple sources of data.

Data collection

Unstructured questionnaire will be used for data collection. The researcher will use unstructured interviewing, one of the popularly used qualitative research methods. Liamputtong (2009) noted that “Unstructured interviewing involves direct interaction between the researcher and a respondent or group” (p. 67). The researcher will use open-ended questions to gather information from the participants. This strategy allows respondents to answer questions based on their broad views and experiences rather than restricting answers to yes or no.

Given the nature of the study topic, the researcher aims to account for experiences of respondents, who could have personally experienced workplace discrimination. Unstructured questions, therefore, are the most suitable for gathering the required information (Tracy, 2013). Moreover, the researcher recognizes that various respondents may provide different accounts of workplace discrimination. For instance, perpetrators and victims of discrimination may have diverse views on the issue.

Data will also be obtained from archival records and documentation from the organization of the study.

Data analysis

Data analysis will involve cleaning, examining and categorizing obtained evidence to address workplace discrimination (Tellis, 1997). However, Tellis (1997) observed that case study analysis is not well developed. Researchers, therefore, should have a general analytic strategy to manage data that will be analyzed and for what purpose. Nevertheless, identification of themes and explanation-building shall assist the researcher to build explanations for workplace discrimination. In other words, the researcher will be able to provide an explanatory case study of discrimination at the workplace in the chosen organization. Explanation-building could be difficult because of its iterative nature, but researchers must understand such challenges before using it.

To ensure that the analysis maintains high quality standard, the researcher will ensure that all relevant data are used, all opposing views are expressed, analysis focuses on critical aspects of workplace discrimination and the researcher will rely on available knowledge and experiences to enhance outcomes of the study.

Strengths of Qualitative Methods

A number of reasons justified the use case study qualitative methodology.

• Case study will allow participants to respond to questions based on their personal understanding and experiences (Tellis, 1997)
• The method shall ensure that the researcher gather data from multiple sources such as respondents, archival records and documents regarding workplace discrimination
• It would ensure that the researcher understands attitudes of respondents based on interview questions
• Detailed explanations of events and their consequences will be gathered
• It would provide more in-depth accounts of events than other approaches
• The face-to-face interaction during the interview will help in motivating the participants to ask any questions that they may have toward the project. This will increase their chances of participating in the research.

It is because of the factors above that the researcher considered it appropriate to use qualitative methods in this study.

Weaknesses of Qualitative Method

Guven (2008) noted that qualitative research has some weaknesses that could affect its ability to provide the required data for the study. Thus, the researcher should be able to identify these challenges before the study starts.

• The process of collecting data through open-ended questions is time-consuming. For instance, some respondents could provide elaborate responses for questions that require simple answers.
• Data collected could be voluminous as respondents tend to elaborate on their responses without restrictions
• Data analysis process could be complex due to diverse opinions about an issue. In some cases, the researcher may account for all diverse views from respondents independently.
• Critics have argued that it could be difficult to generalize findings from case study analysis

The researcher has recognized potential impacts of these challenges and therefore care will be taken into account to enhance the quality of the study.

Expected Findings

The study findings are expected to discover the causes of workplace discrimination and provide a detailed explanation of its impact on an organization. One major cause of workplace discrimination is the inability of some employees to accept the existence of diversity in workplaces. Stereotyping and feelings of superiority are also responsible for workplace discrimination. When employees believe that they are superior to others, then discriminatory acts would arise and cause the differences.

Many studies have recognized negative impacts of workplace discrimination on both employees and employers and therefore, they agree that fairness at work is good (Huppke, 2013). Failure to control workplace discrimination could result into anarchy within the workplace. Employees will classify themselves along the lines of race, religion, age, gender or any other demographical factors.

It would limit the ability of these employees to integrate into a single unit that is focused on achieving mutual interests within an organization. Employees will tend to focus on their self-interests rather than on the organization. Workplace discrimination could lead to verbal or physical assault and psychological effects as various groups aim to assert their dominant positions on others.

Cases of workplace discrimination have led to attacks on others because of their race, sexuality or religious beliefs. This situation shows how workplace discrimination can make other employees vulnerable and risk their safety. Okechukwu et al. (2014) have noted that workplace discrimination is a contributing factor to occupational health injustice. Failure to address workplace discrimination could lead to detrimental outcomes for an organization because employees will not be able to maximize their potential.

It is expected that the study will provide holistic, in-depth aspects of workplace discrimination and helps in formulating suitable strategies to eliminate it in the focus organization.

Workplace discrimination has continued despite several efforts and laws to curb it in the US. As a result, it has led to negative outcomes for both employees and employers. On this note, it is imperative to conduct a study to evaluate critical aspects of discrimination at workplaces. This case study will highlight some fundamental elements of workplace discrimination, basis of discrimination and propose effective ways of mitigating the widespread and persistent employee discrimination. The researcher believes that the findings would help in addressing effects of workplace discrimination in organizations.

Cohn, S. (2009). Race, Gender, and Discrimination at Work. New York: Westview Press.

Guven, L. M. (2008). The Sage encyclopedia of qualitative research methods. Los Angeles: Sage.

Huppke, R. (2013). What’s more fair than fairness at work? Chicago Tribune . Web.

Liamputtong, P. (2009). Qualitative research methods. South Melbourne, Vic: Oxford University Press.

Okechukwu, C., Souza, K., Davis, K. D., & de Castro, B. (2014). Discrimination, harassment, abuse, and bullying in the workplace: Contribution of workplace injustice to occupational health disparities. American Journal of Industrial Medicine, 57 (5), 573–586. Web.

Roscigno, V. J. (2007). The face of discrimination: How race and gender impact work and home lives. Lanham, MD: Rowman & Littlefield.

Tellis, W. (1997). Application of a Case Study Methodology. The Qualitative Report, 3 (3). Web.

Tracy, S. J. (2013). Qualitative research methods: Collecting evidence, crafting analysis, communicating impact. Malden, MA : Wiley-Blackwell.

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Essay on Workplace Discrimination

Students are often asked to write an essay on Workplace Discrimination in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Workplace Discrimination

What is workplace discrimination.

Workplace discrimination happens when an employer treats an employee differently because of their race, age, gender, religion, disability, or other protected characteristics. Discrimination can take many forms, including unequal pay, unfair treatment, and even termination of employment.

Why is Workplace Discrimination Wrong?

Workplace discrimination is wrong because it is unfair and unjust. It also hurts the entire economy because it prevents people from reaching their full potential. When people are treated unfairly at work, they are less likely to be productive and successful. This can lead to lower profits for businesses and a weaker economy overall.

What Can Be Done About Workplace Discrimination?

There are a number of things that can be done to combat workplace discrimination. One important step is to educate people about the issue. Many people simply do not know that discrimination is a problem, and they may not realize that they are being discriminated against. Once people are aware of the issue, they can start to take steps to stop it.

Another important step is to pass laws that protect workers from discrimination. In the United States, there are a number of laws that prohibit discrimination in the workplace. These laws make it illegal for employers to discriminate against employees based on their race, age, gender, religion, disability, or other protected characteristics.

250 Words Essay on Workplace Discrimination

Workplace discrimination: an overview.

Workplace discrimination occurs when individuals at work are treated differently based on specific attributes such as race, gender, religion, ethnicity, age, disability, or sexual orientation. This unequal treatment can manifest in various forms, affecting different aspects of an employee’s work experience and overall well-being.

Impact on Individuals

Workplace discrimination can have a significant impact on individuals, affecting their work performance, job satisfaction, and mental health. Discrimination can lead to feelings of isolation, low self-esteem, and anxiety. It can also result in decreased productivity, diminished career opportunities, and even job loss. Furthermore, discrimination can create a hostile work environment, affecting the well-being of all employees.

Consequences for Employers

Workplace discrimination can have severe consequences for employers as well. It can lead to decreased employee morale, reduced productivity, and increased employee turnover. Discrimination can also result in legal liability, such as lawsuits and fines, as well as damage to the company’s reputation. Moreover, it can hinder the company’s ability to attract and retain top talent, ultimately affecting its success and profitability.

Creating an Inclusive Workplace

To counter workplace discrimination, employers must actively promote an inclusive workplace culture. This involves implementing policies and practices that ensure equal opportunities for all employees, regardless of their backgrounds or characteristics. It also requires creating a work environment where employees feel valued, respected, and supported. By fostering an inclusive workplace, employers can harness the diversity of their workforce, leading to increased creativity, innovation, and overall organizational success.

500 Words Essay on Workplace Discrimination

Workplace discrimination is unfair treatment of an employee based on their personal characteristics. It can take many forms, and it can occur in any workplace. Some of the most common types of workplace discrimination include discrimination based on race, color, religion, sex, national origin, age, disability, sexual orientation, and genetic information, according to The Equal Employment Opportunity Commission (EEOC).

Understanding the Effects

Legal protections.

In the United States, there are several laws that protect employees from workplace discrimination. The most important of these laws is Title VII of the Civil Rights Act of 1964. Title VII prohibits discrimination based on race, color, religion, sex, and national origin. Other federal laws protect employees from discrimination based on age, disability, and genetic information.

The Role of Employers

Employers have a responsibility to create a workplace that is free from discrimination. They must take steps to prevent discrimination, and they must promptly investigate and resolve any complaints of discrimination. Employers must also provide employees with training on workplace discrimination.

The Role of Employees

Workplace discrimination is a serious problem that can have a devastating impact on employees and their families. However, there are laws in place to protect employees from discrimination. Employers and employees both have a role to play in creating a workplace that is free from discrimination.

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Discrimination Problem in the Workplace

Introduction.

It is necessary to mention that discrimination in the workplace is a topic that has been actively discussed by scholars over the last few years and has drawn the attention of many researchers. The concept may be defined as unfair treatment of individuals based on the color of their skin, gender, age, disability, and other factors. Organizations that promote ethnic diversity have to deal with numerous challenges because some individuals are reluctant to cooperate and accept other traditions.

Maternal discrimination is a crucial issue because it limits the possibilities for personal and professional development. Unfair treatment at work also leads to a broad range of other complications such as worsened mood at home and depression. The primary argument is that the situation has improved in recent years, but discrimination in the workplace is still a critical problem because its impact may be subtle and can affect the life of a person in the long-term if a company does not consider preventive measures.

It is imperative to understand that an employer is not the only person that may treat people unfairly. Many individuals are not aware of which statements or words are appropriate, and could discriminate against others even if it is not intentional. A well-developed set of policies that includes the description of unacceptable behavior could help to avoid such issues (Robinson, 2013).

Another aspect that needs to be highlighted is that some minority groups may be biased towards each other, and it complicates the integration when individuals think that their presence is not appreciated. Possible communication problems may reduce the efficiency of operations, and job satisfaction levels are lowered if the environment in the organization is not supportive. Therefore, firms should devote much more attention to the promotion of tolerance and education of workers on this subject matter.

Maternal discrimination is particularly problematic because employers believe that performance levels of mothers are reduced significantly, and they are too worried about their children most of the time. One of the problems that should not be disregarded is that higher-ups appreciate if individuals overwork and are always available. On the other hand, a mother can be occupied because they have a broad range of responsibilities.

Moreover, many supervisors think that females are more likely to leave the job, and the company may waste money on training and education of such employees. However, such beliefs are mostly based on assumptions and do not reflect the actual situation. It is against the law to discriminate against people because of economic reasons most of the time, but an employer can provide such information to justify his or her actions in some cases.

The utilization of such techniques as performance management systems may be incredibly helpful when a firm is trying to prevent discrimination. The approach may minimize bias because employers would make decisions based on the comparison of available data. Endurance is the technique that mothers use in such situations most of the time, but it is ineffective in the long-term and does not facilitate changes in the workplace (Crowley, 2013). Overall, many companies undervalue mothers and their capabilities, and it leads to discriminatory behavior.

Complications associated with workplace discrimination also should be mentioned. For instance, it is noted that such experiences also have a direct impact on families of some individuals. Their children are more likely to abuse substances, and it frequently leads to psychological problems. One of the studies has shown that prejudice affects the way individuals perceive their children at home, and they are less likely to see positive behaviors because of dramatic changes in mood (Gassman‐Pines, 2015).

Parents understand that they should not get angry, and it is not their fault. However, the impact of inequity is so dramatic that it is impossible to manage emotions. Individuals may feel helpless in such situations because it is hard to prove unfair treatment, and they may be afraid that complaints would affect their employment status. Therefore, it is the responsibility of the management team to ensure that such instances are avoided. An anonymous reporting system may be established, and professionals can monitor the behavior of individuals that are suspected.

In summary, it is possible to state that modern society has made enormous progress when it comes to the reduction of discrimination in the workplace, but numerous instances of unfair treatment indicate that the problem still was not solved. Nevertheless, many companies have access to necessary resources and have developed efficient strategies that help them to minimize injustice. The understanding of associated terms is crucial because an employer may apply the knowledge in the workplace and come up with appropriate solutions (Abben, Brown, Graupmann, Mockler, & Fernandes, 2013).

This topic is incredibly important because many firms disregard the need to monitor the behavior of their workers, and it leads to severe consequences. Future research on this subject matter is necessary, and it would be reasonable to explore other dimensions of this problem. For example, it would be beneficial to evaluate the relationship between productivity and discrimination and the impact it has on decisions related to career.

Abben, D., Brown, S., Graupmann, V., Mockler, S., & Fernandes, G. (2013). Drawing on Social Psychology Literature to Understand and Reduce Workplace Discrimination. Industrial and Organizational Psychology, 6 (4), 476-479.

Crowley, J. (2013). Perceiving and responding to maternal workplace discrimination in the United States. Women’s Studies International Forum, 40 (1), 192-202.

Gassman‐Pines, A. (2015). Effects of Mexican Immigrant Parents’ Daily Workplace Discrimination on Child Behavior and Family Functioning. Child Development, 86 (4), 1175-1190.

Robinson, D. A. (2013). Workplace discrimination prevention manual: Tips for executives, managers, and students to increase productivity and reduce litigation . Bloomington, IN: Archway Publishing.

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Research: How Bias Against Women Persists in Female-Dominated Workplaces

by Amy Diehl , Amber L. Stephenson and Leanne M. Dzubinski

Summary .   

New research examines gender bias within four industries with more female than male workers — law, higher education, faith-based nonprofits, and health care. Having balanced or even greater numbers of women in an organization is not, by itself, changing women’s experiences of bias. Bias is built into the system and continues to operate even when more women than men are present. Leaders can use these findings to create gender-equitable practices and environments which reduce bias. First, replace competition with cooperation. Second, measure success by goals, not by time spent in the office or online. Third, implement equitable reward structures, and provide remote and flexible work with autonomy. Finally, increase transparency in decision making.

It’s been thought that once industries achieve gender balance, bias will decrease and gender gaps will close. Sometimes called the “ add women and stir ” approach, people tend to think that having more women present is all that’s needed to promote change. But simply adding women into a workplace does not change the organizational structures and systems that benefit men more than women . Our new research (to be published in a forthcoming issue of Personnel Review ) shows gender bias is still prevalent in gender-balanced and female-dominated industries.

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Gender Discrimination in The Workplace: Challenges and Solutions

• Categories: Gender Discrimination Gender Wage Gap

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Published: Sep 7, 2023

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The prevalence of gender discrimination, the impact of gender discrimination, strategies for addressing gender discrimination, tailoring solutions to workplace contexts.

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Discrimination In Workplace Essays

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Discrimination: What it is and how to cope

For many people, discrimination is an everyday reality. Discrimination is the unfair or prejudicial treatment of people and groups based on characteristics such as race, gender, age, or sexual orientation.

• Racism, Bias, and Discrimination
• Race and Ethnicity
• Socioeconomic Status

What is discrimination?

Discrimination is the unfair or prejudicial treatment of people and groups based on characteristics such as race, gender, age, or sexual orientation. That’s the simple answer. But explaining why it happens is more complicated.

The human brain naturally puts things in categories to make sense of the world. Very young children quickly learn the difference between boys and girls, for instance. But the values we place on different categories are learned—from our parents, our peers, and the observations we make about how the world works. Often, discrimination stems from fear and misunderstanding.

Stress and health

Discrimination is a public health issue. Research has found that the experience of discrimination—when perceived as such—can lead to a cascade of stress-related emotional, physical, and behavioral changes . Stress evokes negative emotional responses, such as distress, sadness, and anger, and can often lead to an increase in behaviors that harm health, such as alcohol, tobacco, and other substance use, and a decrease in healthy activities, such as sleep and physical activity.

Discrimination can be damaging even if you haven’t been the target of overt acts of bias. Regardless of your personal experiences, it can be stressful just being a member of a group that is often discriminated against, such as racial minorities or individuals who identify as lesbian, gay, bisexual, or transgender.

The anticipation of discrimination creates its own chronic stress. People might even avoid situations where they expect they could be treated poorly, possibly missing out on educational and job opportunities.

Discrimination, big and small

Laws are in place to protect people from discrimination in housing and employment.

• The Fair Housing Act prohibits discrimination in the sale, rental, and financing of dwellings on the basis of race, color, national origin, religion, sex, familial status, and disability.
• The Civil Rights Act, the Age Discrimination in Employment Act, and the Americans with Disabilities Act prohibit discrimination in employment on the basis of race, color, sex, ethnic origin, age, and disabilities.

Unfortunately, discrimination still occurs.

Yet experts say that smaller, less obvious examples of day-to-day discrimination—receiving poorer service at stores or restaurants, being treated with less courtesy and respect, or being treated as less intelligent or less trustworthy—may be more common than major discrimination. Such day-to-day discrimination frequently comes in the form of “microaggressions” such as snubs, slights, and misguided comments that suggest a person doesn’t belong or invalidates his or her experiences.

Though microaggressions are often subtle, they can be just as harmful to health and well-being as more overt episodes of major bias. People on the receiving end of day-to-day discrimination often feel they’re in a state of constant vigilance, on the lookout for being a target of discrimination. That heightened watchfulness is a recipe for chronic stress.

Dealing with discrimination

Finding healthy ways to deal with discrimination is important, for your physical health and your mental well-being.

Focus on your strengths. Focusing on your core values, beliefs, and perceived strengths can motivate people to succeed, and may even buffer the negative effects of bias. Overcoming hardship can also make people more resilient and better able to face future challenges.

Seek support systems. One problem with discrimination is that people can internalize others’ negative beliefs, even when they’re false. You may start to believe you’re not good enough. But family and friends can remind you of your worth and help you reframe those faulty beliefs.

Family and friends can also help counteract the toll that microaggressions and other examples of daily discrimination can take. In a world that regularly invalidates your experiences and feelings, members of your support network can reassure you that you’re not imagining those experiences of discrimination. Still, it’s sometimes painful to talk about discrimination. It can be helpful to ask friends and family how they handle such events.

Your family and friends can also be helpful if you feel you’ve been the victim of discrimination in areas such as housing, employment, or education. Often, people don’t report such experiences to agencies or supervisors. One reason for that lack of reporting is that people often doubt themselves: Was I actually discriminated against, or am I being oversensitive? Will I be judged negatively if I push the issue? Your support network can provide a reality check and a sounding board to help you decide if your claims are valid and worth pursuing.

Get involved. Support doesn’t have to come from people in your family or circle of friends. You can get involved with like-minded groups and organizations, whether locally or online. It can help to know there are other people who have had similar experiences to yours. And connecting with those people might help you figure out how to address situations and respond to experiences of discrimination in ways you haven’t thought of.

Help yourself think clearly. Being the target of discrimination can stir up a lot of strong emotions including anger, sadness, and embarrassment. Such experiences often trigger a physiological response, too; they can increase your blood pressure, heart rate, and body temperature.

Try to check in with your body before reacting. Slow your breathing or use other relaxation exercises to calm your body’s stress response. Then you’ll be able to think more clearly about how you want to respond.

Don’t dwell. When you’ve experienced discrimination, it can be really hard to just shake it off. People often get stuck on episodes of discrimination, in part because they’re not sure how to handle those experiences. You might want to speak out or complain, but you’re not sure how to go about it, or are afraid of the backlash. So instead, you end up ruminating, or thinking over and over about what you should have done.

In a calmer moment, it might be helpful to talk over the ways you can cope with similar experiences in the future. Try to come up with a plan for how you might respond or what you could do differently next time. Once you’ve determined how to respond, try to leave the incident behind you as you go on with your day.

Seek professional help. Discrimination is difficult to deal with, and is often associated with symptoms of depression. Psychologists are experts in helping people manage symptoms of stress and depression, and can help you find healthy ways to cope. You can find a psychologist in your area by using APA’s Psychologist Locator Service.

Discrimination resources

If you have questions about policies or concerns about discrimination in your workplace, the human resource department is often a good place to start. To learn more about discrimination in housing and employment, or to file a complaint, visit:

• Equal Opportunity Employment Commission
• U.S. Department of Housing and Urban Development

Recommended Reading

Related reading.

• Psychology topics: Racism, bias, and discrimination
• Stress in America
• Talking to your kids about discrimination

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Gender Discrimination in the Workplace Essay

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In the gender discrimination at workplace essay below, you will discover the different forms of bias and judgement present at places of work in the USA and Saudi Arabia.

Introduction

Gender discrimination in the workplace continues to be a disturbing problem to various women in USA and the rest of the world as well. It is considered to be quite widespread and virtually every woman must have suffered from one form of discrimination or another due to her gender.

Even in the current age, women still experience discrimination in their places of work and despite having similar skills as their male counterparts; they still can earn a two third of what the men can earn irrespective of their qualification and experience which might be same as or more than that of men.

Gender discrimination in the work place is the favoring of one gender against the other in terms of recruitment, job assignment, and termination of employment, compensation and promotion.

Discrimination in the work place may be intentional or unintentional and might be prompted by prejudice or ignorance. Women and men are always subjected to different treatment in the work place; in some circumstances, men may be treated more than women while in some other cases women are treated better than men.

Despite the fact that both men and women joint the work place with predetermined gender differences which is used as a basis for the preferential treatment they receive, it is in rare circumstances that gender differences in the treatment of both men and women is associated with preexisting perceptions (Bell, McLaughlin & Sequeira 67).

This essay will document gender bias and gender discrimination in the context of social and physical and the social confines of the work place that is experienced at work in the context of United States of America and Saudi Arabia.

Traditionally, gender discrimination emphasized sex discrimination and the two were used synonymously. The most powerful form of discrimination in a work place is when a particular group is adversely affected by the procedures that are followed in making decision or during work place practices.

It might be agreed that work practices may not be intentioned to discriminate against any group, but they might have the impact of offering fewer opportunities to either gender (Mayer 1).

Gender discrimination, sexual harassment and glass ceiling

There is a relationship between gender discrimination, glass ceiling and sexual harassment and all the three are hindrance to women occupying executive or managerial positions.

There are three main forms of gender discrimination, namely: overt discrimination, sexual discrimination and glass ceiling. All the three negatively impact on the status of women.

Women have been the victims of gender discrimination in various business organizations in the United States of America despite efforts of numerous legislations and strong feminist activists to combat it.

Overt Discrimination

This is understood as the use of gender as a parameter for making employment related decisions. This form of discrimination was the objective of Title VII in the USA which formed the Civil Rights Act of 1964.

This Act prohibited all forms of sex-based discrimination in matters of employment like hiring, promotion and firing. Examples of over discrimination are the refusal by employees to hire women or the practice of paying women low wages due to their gender.

Over discrimination has led to occupational sex segregation in the Saudi Arabia. The stereotyping of particular job as for women or men are evident in the US where women makeup the majority of nurses, flight attendance and secretaries which are characterized by low pay, short career ladder and low status while men make up the majority of pilots, physicians and executives.

In the USA, women are considered to occupy low organizational status and low organizational status and power (Gregory 209).

Sexual Harassment

This is another form of gender discrimination and manifests itself in employment based discrimination. There are two guidelines that define the illegality of sex harassment, these are: quid pro quo and hostile environment harassment.

Quid pro quo involves the inducing of a woman through employment so as to receive sexual factors or compliance. It is the coercive form of quid pro quo that is considered as gender discrimination.

Most of this form of gender discrimination is perpetuated by managers and supervisors of an organization. Hostile harassment on the other and is witnessed when sexual favors can interfere with employees’ work performance or when sexual behavior is used to create an intimidating work environment. Sexual harassment is considered as a tool for occupational sex segregation.

Glass Ceiling

This is considered as a fundamental factor that hinders women from accessing employment and status. Glass ceiling affects women in an organization.

Glass ceiling are understood as those invisible man-made barriers which hinder women from progressing beyond certain levels. In the US for example, it is estimated that women make up 30 percent of managers but only 5 percent make up the executive managers.

These factors are linked to gender stereotypes. It is difficult to eradicate glass ceiling by use of legislation (Bell, McLaughlin and Sequeira 70).

Gender Discrimination in the United States of America

Gender discrimination in the United States of America is an ancient phenomenon since it assumes the dimension of discrimination against women which is global.

Just like in other various parts of the world, gender discrimination is ripe in the USA. It is global knowledge that the position of women is marginalized in the society in various aspects of production.

Women are guaranteed limited access to education, they lack power to own property, they have limited exposure to education and training facilities and they have limited opportunities for employment than men.

The reluctance of the USA to ratify the Convention on the Elimination on All Forms of Discrimination against Women which was adopted by the United Nations is a clear indication of how deeply entrenched gender discrimination is in the USA.

However despite the inability of the USA to ratify the CEDAW, they have enacted legislations and numerous statutes which are aimed at safeguarding of women from all forms of discrimination and particularly in the working environment.

Previously, it was the duty of the states to define the kind of employment that women were entitled to do. All aspects of discrimination in the USA was taken care by the Title VII but despite of this, and in spite of the fact that women are gaining entry into the labor force, there still exists inequalities in wage structure.

Gender discrimination is experienced when one gender is given preference or is treated less than the other gender. Women on several occasions are given little preference than men because of their sex.

Wage equality and sexual harassment are the predominant forms of gender discrimination. Despite various regulations to promote equality, there are still some cases of discrimination in work place.

Women do not measure up to men in various aspects of employment particularly regarding income, the rate or frequency of employment and the range of occupation. Glass ceiling exists to prevent women from being discriminated upon (Bell, McLaughlin and Sequeira 69).

Gender discrimination in the work place is a common phenomenon in the United States of America. Women find it difficult to secure employment as compared to men.

This is associated with the snaky behavior of women in the USA. There are existent laws that provide for protection against any discrimination in their workplace.

This however has not prevented employees from facing various forms of harassment and discrimination in employment based gender.

In the USA, sex discrimination rare its ugly face in various forms and the common form of gender discrimination id the exclusion of women from the labor market just because of the fact that they are women.

It involves the association of particular jobs as for men only of for women only or by application of the glass ceiling rule that defines how far women should go in the corporate or government ladder (Dipboye and Colella 174).

The most widespread form of gender discrimination is sexual harassment. This happens when an employer connects the job status of the employee to their sexual suggestion.

This is totally contrary to laws of employment which prohibit the subjecting of women to sexually charged or hostile work place environment.

Sexual harassment includes posting on obscene photos that can offend fellow workers, slur on the appearance of the fellow workers or making derogatory comments in respect to women’s pregnancy (Brayton 1).

The prohibition of gender discrimination under title VII was considered as relieve for all women and a new dawn of seeking inequality in the work place but still the practice is widespread.

It is estimated that in the USA, the female gender are still occupied with jobs that are deemed to be typically for women like secretaries, administration scale workers as well as sales clerks.

According to the women’s policy research institute in Washington, for every $75 cent that a lady earns, a man earns $1. Gender discrimination has been implemented by some multinational companies operating in the USA and which claim that they are protecting certain bilateral treaty provision that gives them leeway to employ staff of their own choice. This might be a recipe for discrimination (Mayer 1).

In the USA women suffer from gender discrimination in a various work place spheres like hiring, promotion and salary. In terms of hiring, few women find employment as compared to the population of women who graduate from College.

With regards to promotion, women occupy lower positions. Women are not represented in the top hierarchy of various organizations and the problem is not due to the fact they are not adequately trained but because they are discriminated because of their gender. Salary wise, women often make little money that the one made by their male counterparts (Isaacs 1).

Gender Discrimination in Saudi Arabia Work Place

In the case of Saudi Arabia, their current policies and programs are geared towards the emancipation of women in the labor market. Despite the efforts by the government to ameliorate the position of women in the spheres of employment, women are still the minority in the work place and it is estimated that they make approximately 15 percent of the population in the labor force.

The marginalization of women in the work place is linked to the existing legislative, social, occupational and educational constraints that hinder the participation of Saudi women in the labor market.

Gender based discrimination in Saudi Arabia is evident in the statistics of job population; men occupy approximately 85 percent of the labor force.

Women in Saudi Arabia account for the large group of the unemployed population. Gender discrimination in the Saudi work force market has its roots in the country’s education system which fails to prepare women for managerial positions and other competitive roles in the society.

Saudi laws guarantee that a woman is entitled to work but the same laws specify the environment that women should apply their labor and this is considered a form of sex segregation where women are placed in certain positions that are considered feminine in nature and are less fit for men. In the private sector for example, women have access to narrow range of jobs mainly in private business and banks (AlMunajjed 4).

Though Saudi Arabia has made significant progress in combating discrimination in the work place, the progress has never been even and specifically in areas like women in paid employment and their treatment of migrant workers.

Women in the Saudi Arabia are experiencing difficulties in their entry into the labor force. It is estimated that the rate of women participation the workforce in Saudi Arabia has been on the rise.

Women are a minority in occupying jobs in the managerial positions and they experience restriction in their choice for labor market and employment. Women experience a lot of harassment in the work place and they also suffer from offensive comments.

Violence, discrimination and segregation are some of the common practices that affect woman in Saudi Arabia and it is deeply rooted in the Muslim tradition and the rigid social stratification structure which insubordinates women and makes them to appear impure or inferior to men.

Gender discrimination has made it hard for Saudi women to secure employment, to secure better training or to get equal pay for their work done. There is also widespread discrimination against women in terms of hiring and recruitment.

Various employers have refused to accommodate the needs of women that are occasioned by their gender but which conflict with work practice for example pregnancy (International Labor Office 3).

In Saudi Arabia, gender discrimination and inequalities apply to women’s employment opportunities. Traditionally in Saudi Arabia, business and government sector are predominantly preserve of men and they were limitedly exposed to family oriented systems, in this regard, men differed from women based on their perceptions, the beliefs and the expectations of a typical Saudi Arabian work pace. Yes, gender discrimination and segregation is prevalent in Saudi Arabia but it is being slowly eliminated.

Manifestation of Gender Discrimination

Overall, gender discrimination is reflected in the following areas:.

Pay gap: there is often widespread discrimination and bias in the distribution of bonus and performances which may be related to the salary, it has been established that women are paid lower salaries than their male counterparts for similar work done.

This equality is reflected in their entire career life. Consequently, in the salary cadre women concentrate on lower jobs in their occupations.

Recruitment, conditions of services, retention and promotion: there is a lot of occupational segregation in terms of career development in Saudi Arabia and US.

It has been established that men occupy two-third of the management, professional and senior jobs. There is also a likelihood of men progressing up the career ladder faster than their female counterparts, which is a reflection of discrimination in the work place.

Recruitment: gender discrimination is also evidenced in the recruitment and the selection process. In this circumstance, men dominate highly paying jobs while women are recruited to occupy the low paying jobs.

In Saudi Arabia, informal recruitment and personal referral are the common modes of recruitment. These informal methods of recruitment have the tendency of propagating women exclusion in certain job fields.

Consequently, women are more likely to be asked questions which touch on their family background during the recruitment and this is considered an issue of gender discrimination.

Progression in career paths: women are in most circumstances trapped in lower paying jobs. Women can only be promoted to supervisory positions but their male counterparts have the likelihood of being promoted to managerial posts.

Work place culture: there are several culture issues that form the basis of gender discrimination in the work place. Networking activities and sports only place focus on male dominated sports.

These cultural issues may be stereotyping and sexist in form. This alienates women hence creating exclusionary feeling of undervaluing their participation and confidence.

The practice and culture of long working for long hours serves to discriminate against those employees who have tight family responsibility who, on several occasions are women (Equality and Human Rights Commission 9).

Theories of Gender Discrimination in the Work Place

There are various theories that are used to account for gender discrimination in the work place. There are certain cases of discrimination bias which are encouraged by the structures and practices of an organization as well as the environment and the dynamics what individuals operate.

Gender discrimination can also be depicted in the established rules of success where men are promoted or employed based on their performance while ladies secure employment or promotion based on their appearance.

There are various theories that seek to explain the prevalence of gender discrimination on the workplace. These theories are the sex plus theory, rational bias theory and the disparate treatment theory.

Sex plus theory is defined by the gender and the marital status of the employee. Gender discrimination can also be evidenced on the benefits provided by an employee to workers.

Most employees fail to factor in the fact that female employees have special sex based disabilities and health care demands like bearing children and pregnancy. This unique sex based features of women should be made so as to enable women to fully participate in the labor force and failure to address this needs can amount to discrimination (Brayton 1).

Disparate Treatment Theory

This theory holds that employers are directly accountable and are responsible for their organizational structures and the institutional practices that may enable the practice of discrimination bias in the work place.

There are situations where women managers with similar qualifications and same training and experience as their male counterparts and in similar positions earn fewer wage.

Modern organizations are slowly embracing team work which leads to the increase in the number of individuals who are charged with the art of decision making.

The increased use of team work to make decisions has heightened discrimination bias which affects the ability of women to develop or grow within the organization.

It may be hard to imagine or understand how organizational structure or the practices of institutions or the dynamics of work place can lead to gender discrimination.

There is disparate treatment theory which occurs when individuals are treated differently due to their group or association to particular group.

Examples of disparate treatment theory are: the unwillingness of employees to hire women due to their gender, the reluctance by the management of an organization to place women in career track positions, offering of small salary to an employee just because she is a woman and the asking of male like questions to female candidates during an interview.

Consequently, there is the traditional version of disparate treatment theory which defines discrimination in the work place as an individual and measurable practice.

It explains work place discrimination as intentional. According to the theory, individuals are consciously motivated to practice discrimination; it argues that discrimination is product of decision by an individual with stereotypical belief towards particular group of individuals.

Disparate treatment theory explains discrimination by unraveling the mind and the decisions of the individual actor and what motivates him to discriminate.

Various kinds of disparate treatment theory are: individual disparate treatment theory and systemic disparate treatment theory. It is important to comprehend disparate treatment theory in terms of dissimilarities as opposed to the conscious motives to discriminate for equity to be realized in the work place. There is also disparate impact theory which describes discrimination in form of consequences and not the motive (Green 94).

Rational Bias Theory

Another theory is that examines the prevalence of discrimination in the work place is the rational bias theory. Despite of numerous efforts to promote equality in the place of work, discrimination against certain groups still occurs, women have particularly bore the brunt of gender discrimination.

This results in women doing poorly than men in terms or economic strength, income and unemployment. This discrimination is reflected in their salaries where women earn less than men.

This theory predicts discrimination may be influenced by situations or circumstances whereby a demonstration of bias may attract rewards or sanctions.

According to the proponents of the theory, external pressure from the superiors can justify gender discrimination, it explains that there can be valid forms of discrimination which have basis in fact and which relies on particular stereotypes to arrive at a predictive accuracy (Larwood, Szwajkowski and Rose 9).

Sex plus Theory

This is the theory that captures all forms of gender based discrimination on account of pregnancy in the work place. The theory explains all forms of discrimination of pregnant women, it is considered out of law to terminate the contract of an employee due to pregnancy.

This theory argues that any sexual behavior in the office by an employer should be accompanied by a proof that the discrimination was not only driven by gender but by additional characteristics.

This form of discrimination holds the employers accountable when it happens that they have discriminated against women, sex plus discrimination is clearer and it happens when an employer does not discriminate against all the females and it only deals with subset or a category like Married woman.

It also covers the discrimination of women based on their marital status. This theory is used to describe a situation where an employee is categorized by the employer based on sex and another physical characteristic (Shetreet 255)

To overcome gender discrimination in the work place in Saudi Arabia, it is imperative for the government to introduce various reforms which will prepare women for competitive jobs.

This should include labor market reforms that will seek to promote gender equality as well as to create a favorable environment that can favor the participation of Saudi women in senior and managerial jobs which were traditionally preserved for men.

It is the responsibility of human resources management to enforce anti-discrimination policies in the company. This has never been the case because the organization’s management considers gender discrimination as a casual topic and hence is unable to prevent other forms of gender discrimination.

Most corporate organizations relegate the matter of gender discrimination to the periphery hence making its enforcement hard. Gender discrimination is often sustained by variables which are inherent and indigenous to the company and the company’s work environment.

There may be some circumstances where working conditions in a work environment dominated by men and work and lifestyle which is structured to fit male have the net effect of adversely impacting on the female workers. It is the corporate policies and practices of a company that sustain or eliminate the presence of gender discrimination in a work environment.

Gender discrimination in the work place needs to be addressed because it affects talent utilization in the work place as well as the quality of employee experiences.

It is imperative to understand the dynamics and other underlying issues in gender discrimination so as to prevent it. Gender discrimination is an organizational problem and it mentally and psychologically affects women who feel that they are discriminated against. This experience can lead women to have a negative perception about the organization.

Works Cited

Al Munajjed, Mona. “Women’s Employment in Saudi Arabia: A Major Challenge”. Booz Media , 2010. Web.

Bell, Myrtle., McLaughlin, Mairi and Sequeira, John. “Discrimination, harassment and the glass ceiling: Women executives as change agents”. Journal of Business Ethics 37.1 (2002): 65-76.

Brayton, Purcell. “Workplace Harassment and Employment Discrimination”. Brayton Law, 2011. Web.

Dipboye, Robert and Colella Adrienne. Discrimination at Work: the Psychological and Organizational Bases . New York, NY: Rutledge, 2005. Print.

Equality and Human Rights Commission. “Sex discrimination and gender pay gap report of the Equality and Human Rights Commission”. Equality and Human Rights Commission , 2009. Web.

Green, Tristin. “Discrimination in Workplace Dynamics: Toward a Structural Account of Disparate Treatment Theory”. Harvard Civil Rights-Civil Liberties Law Review 38.1 (2003): 91-157.

Gregory, Raymond. Women and Workplace Discrimination: Overcoming Barriers to Gender Equality . Piscataway, NJ: Rutgers University Press, 2003. Print.

International Labor Office. “Discrimination at Work in the Middle East and North Africa. International”. Labor Office , n.d. Web.

Isaacs, Ellen. “Gender discrimination in the workplace”. Isaacs-Gender Discrim , n.d. Web.

Larwood, Laurie., Szwajkowski, Eugene and Rose, Suzanna. “Sex and race relationship resulting from manager-client relationships: applying the rational choice theory of managerial discrimination”. Sex Roles 18.1 (1988): 9-29.

Mayer, Donald. “Gender discrimination”. Reference for Business , 2011. Web.

Shetreet, Simon. Women in Law . New York, NY: Kluwer Law International, 1998. Print.

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