Discrimination In The Workplace Assignment Sample

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Introduction to Discrimination In The Workplace Assignment

In health and social care, discriminatory practices against employees on the basis of gender, sexuality, race, and age are prevalent. Such discrimination results in unequal remuneration, stagnated career growth, and marginalization. This exacerbates the overall health, job satisfaction, and services of the employee. Teamwork, communication, and patient care standards suffer due to discrimination. Taking steps to address discrimination is vital to nurturing a work culture where professionals perform their duties effectively and provide high-quality services.

Discrimination In The Workplace Assignment Sample

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Practice-based Problem from Health Services and Social Care

These inequalities stem from under-equity in employment, pay discrimination, unaffordable promotion, and social isolation at the workplace, and other forms of workplace discrimination. Overt sex discrimination is still a challenge for ethnic minority women, as they face more than one 'glass' barrier. Lesbians, gay men, and bisexual individuals often report inadequate support and active discrimination (Lalji et al., 2022). Other forms of age discrimination exist whereby older workers become stagnant while younger workers have no credibility. All these issues contribute to stress, dissatisfaction with work, and attrition which negatively affects service delivery. Service users and patients also face the outcomes of workplace inequality. Lack of discrimination and increasing levels of teamwork within care will boost efficiency and communication and improve outcomes (Giusti et al., 2022). There is a greater need for these issues to be managed in social and health care to maximize service delivery.

Primary Stakeholders within the Issue

Discrimination adversely affects employees as stakeholders since it decreases their job satisfaction while adding stress and career stagnation. Patients and service users tend to suffer, as workplace conflict and disengagement negatively impact care delivery. Discrimination in the workplace is primarily dealt with by employers and managers who are tasked with instituting policies and effecting cultural change within an institution (Trenerry et al., 2024). The government also has a role in the implementation of laws surrounding discrimination, as well as highlighting policies on inclusiveness for the workplace.

Situating the Issue within the Country

UK health and social care services continue to experience workplace discrimination despite the existence of the Equality Act of 2010 (Bhopal, 2023). Disturbing gender pay gaps persist across many sectors, where female professionals earn significantly less than equally qualified male counterparts (Week 3). Ethnic minority groups face increased discrimination as they are systematically locked out of leadership positions, and disproportionately subjected to disciplinary action (Week 5). Reports of exclusionary practices and lack of support are trained within the LGBTQ+ community (Week 7). Ageism is rampant as older employees are ignored for promotions while younger employees struggle to receive recognition (Week 6). All these issues underline the need for more robust policies and active enforcement of equality in the workplace, as well as changing organizational culture.

Resolving an Issue Using Guiding Concepts

Discrimination requires sensitive communication to help resolve it within the workplace. When there is open communication, employees feel safe reporting issues without fearing retaliation. Staffs discussions about inclusivity and anonymized reporting systems help promote visibility and accountability (Week 4). Unexplained discrimination is often unconscious and cultural training conducted routinely can help address these biases (Week 5). Collaboration and teamwork form other main strategies. Tuckman’s modelof group development which includes forming, storming, norming, and performing can be adopted to create inclusive groups (Aggrawal et al., 2024). Strong diverse teams foster an organizational culture that values different ideas and experiences which enhance the quality of decisions and services provided (Week 6).

Figure 3: Tuckman’s model of group development

(Source: Inspired by Aggrawal et al., 2024)

Reflection in relation to Health and Social Care Practice

Addressing workplace discrimination has made me appreciate the value of being self-aware in the process of identifying and addressing prejudiced behaviour. In professional practice, attending training on equity, diversity, and inclusion allows participation to support implementing changes in workplace policies (Kolluru et al., 2023). Such actions help change the perception of the organization by establishing an inclusive environment where all employees are treated with dignity and respect. I can contribute to organizational policy by advocating for employee care, which enables an organizational policy shift towards inclusiveness and balanced treatment.

Conclusion

Inequity in the health and social care workplace discrimination impedes the well-being, career progression, and service delivery of the employees. Intergroup discrimination based on gender, sexuality, ethnicity, and age fuels workplace conflict, job dissatisfaction, and a decline in the quality of care provided. These challenges call for effective communication, values-based practice, and collaboration. Organizations need to enforce balanced approaches, offer appropriate orientation, and cultivate a climate that actively fights discrimination. Enhancing employee and service user equity makes discrimination unwarranted in healthcare and social settings.

References

• Aggrawal, S., Bosman, L. and Magana, A.J., (2024), June. Exploring Teamwork Experiences in Collaborative Undergraduate Research (REU) Programs through Tuckman's Group Development Theory. In 2024 ASEE Annual Conference & Exposition.https://peer.asee.org/exploring-teamwork-experiences-in-collaborative-undergraduate-research-reu-programs-through-tuckman-s-group-development-theory.pdf
• Bhopal, K., (2023). ‘We can talk the talk, but we’re not allowed to walk the walk’: the role of equality and diversity staff in higher education institutions in England. Higher Education, 85(2), pp.325-339.https://link.springer.com/content/pdf/10.1007/s10734-022-00835-7.pdf
• Giusti, A., Pukrittayakamee, P., Alarja, G., Farrant, L., Hunter, J., Mzimkulu, O., Gwyther, L., Williams, N., Wannarit, K., Abusalem, L. and Alajarmeh, S., (2022). Developing a global practice-based framework of person-centred care from primary data: a cross-national qualitative study with patients, caregivers and healthcare professionals. BMJ Global Health, 7(7), p.e008843.https://gh.bmj.com/content/bmjgh/7/7/e008843.full.pdf
• Kolluru, S., Wanat, M.A., Ficzere, C.H., Akiyode, O., Haber, S.L., Hayatshahi, A., Caldwell, D., Raman-Wilms, L. and Edwards, K.L., (2023). Review of best practices for diversity, equity, and inclusion committees within colleges of pharmacy. American Journal of Pharmaceutical Education, 87(4), p.ajpe9043.https://pmc.ncbi.nlm.nih.gov/articles/PMC10159040/pdf/ajpe9043.pdf
• Lalji, R., Hofstetter, L., Kongsted, A., von Wyl, V., Puhan, M.A. and Hincapié, C.A., (2022). Swiss chiropractic practice-based research network and musculoskeletal pain cohort pilot study: protocol of a nationwide resource to advance musculoskeletal health services research. BMJ open, 12(7), p.e059380.https://bmjopen.bmj.com/content/bmjopen/12/7/e059380.full.pdf
• Trenerry, B., Dunn, K. and Paradies, Y., (2024). Productive disruptions: Supporting diversity and anti-racism in the workplace through multi-level organisational strategies. Australian Journal of Management, 49(1), pp.73-100.https://www.researchgate.net/profile/Kevin-Dunn-6/publication/371328152_Productive_disruptions_Supporting_diversity_and_anti-racism_in_the_workplace_through_multi-level_organisational_strategies/links/64c3535d0fae1319bfbd3e71/Productive-disruptions-Supporting-diversity-and-anti-racism-in-the-workplace-through-multi-level-organisational-strategies.pdf