Recommendation Report On Complaints Against Ms. Hossain

After reviewing the data it is apparent the promotional rate of women in managerial positions when compared to the men is disproportional to the size of the population. This shows disparate treatment, the company hires women, but women do not promote at the same pace as men. This shows strong evidence of discrimination and if not resolved will lead to a violation of the Equal Employment Opportunity Commission.

Women comprise nearly half of Canada's workforce, but over the last two decades, they have made no progress in obtaining senior management roles. This lack of success may deter younger women from entering certain professions and from learning from role models. Furthermore, research shows that a lack of diversity can affect retention, productivity, and innovation. Companies with more female senior managers have a higher return on equity than those with lower rates of female senior managers. With this research in mind, CP Rail undertook three initiatives to increase the number of women managers:

Findings and Conclusion: This research shows that women are still unrepresented in top management globally. The difference in performance of the companies in the same country and same industry implies that diversity serves a competitive differentiator. Certain companies focus on gender diversity and others focus on ethnic and racial diversity but no company in the top quartile focus on both. Companies which have greater diversity are able to attract top talent, improve internal and external customer satisfaction, improve decision making and hence improve

Gender diversity is the proportion of women to men in any particular workplace or team (gender diversity). It can range from a department to the board of directors. Women bring trustworthiness and legitimacy to work teams (gender diversity). For Target, having women employees in all areas of the organization, whether cashier or executive, reaches out to female consumers and stakeholders to invest and shop there. Within the corporate culture, having a women 's perspective is essential to, not only profits but, the environment where consumers shop (gender diversity).

This myth has been perpetuated throughout history and in result; we have barriers such as the glass ceiling in existence. If we were to pull up a list of the Board of Directors for any given company, the probability of it being a predominately male group is high. This notion alone shows how companies have continued to dwell in olds days where men are considered more capable than women. The Glass ceiling effect has continued to place barriers against women endeavor in achieving success in their careers and participation in their work place. Women have not been able to realize their potential in their work places since they are not offered equal chances as compared to their men counterparts who enjoy great opportunities in organizations. The fact that an organization is ran by men, may cause an adverse effect on the performance of men. Obviously, a man thinks differently than a woman. It is likely that a decision made by men only is likely to ignore the interests of women in the organization. This creates a domino effect because it affects the woman’s performance in business since they only get limited chances to learn, and limited job assignments that will enhance their skills. Hence, low or limited skills and experience will lower their overall

Our company has done great job in managing diversity so far. We rank in the 11th of the Diversity Incorporated Top 50, and rank the 8th of the Diversity Incorporated Top 10 companies, which has women in the executive committee. In our company, 29% employees in our company are minorities, we are concerned about diversity in work place, and we appreciate our employees’ opinions. We endeavor to provide equal pay and

And finally, there is the issue of staff mismanagement. The supervisor, Keith Frazier, is only checking in with this department one to two times per week. Mr. Frazier is aware that Pat is making international phone calls. He is also aware that Pauline found a way for Pat to make these calls from the building’s elevator once he had the phone system modified to only allow internal calls. Mr. Frazier has also been fielding complaints from the accountants about not receiving their tax schedules in a timely fashion. However, he has failed to confront either of these issues. This lack of management can be attributed to the following:

Respondents had legitimate non-discriminatory reasons for terminating Complainant. The investigation reveals through emails produced by Respondents, Complainant had documented performance problems and received negative feedback throughout his employment. While Complainant’s personnel file lacks written warnings due to poor performance, the investigation reveals that progressive discipline is only a suggested method to deal with an employee’s performance issues according to Respondents’ employee handbook which Complainant signed. The investigation reveals that although Complainant produced evidence that he was replaced by a younger employee (M.E.), it is insufficient to show that M.E. (Security Operations Manager) actually replaced Complainant (District Manager/Sales, a.k.a. Operations Manager). Based on a review of the job descriptions for Complainant’s and M.E.’s positions provided by the parties, while M.E. does perform the operational duties Complainant did, M.E. does not perform all of Complainant’s job functions and does not have the level of responsibility in some of his job functions that Complainant did. Furthermore, Complainant fails to show that any other employee replaced him. Complainant has provided insufficient evidence to show Respondents’ legitimate non-discriminatory reasons for terminating Complainant were pretextual. Therefore, a finding a lack probable cause is

* Management’s recognition that there are flaws in LAA’s current processes and their willingness to fix the problems by doing a thorough analysis of the internal operations

Workplace diversity is a complex issue and addressing it is necessary to have which a competitive advantage in today’s fast-growing economy. While women appear to thrive at entry-level positions, moving up the ladder is challenging. In fact, retaining women and minorities in the workplace has become increasingly harder for large companies, especially healthcare organizations. Despite the clear value of having a diverse workforce, like increased innovation, improved financial stats, and enhanced organizational performance, reputation, healthcare organizations are still struggling to attract and retain minorities and women in leadership roles. A multicultural workforce is always

There are so many different factors that go into the equation of what makes a good employee and a person's sex shouldn't be one of those. There are women who have managed to battle their way into the upper ranks and who have likely worked much of this out for themselves (Bellstrom, Kristen and Zarya 24). This shows us that women are determined to make something of themselves and that they will rise above any stereotypes or discrimination to make the workplace more diverse and equal for all. Robinson was asked how women effect the workplace. “Women definitely bring more diversity to business and a great amount of knowledge coming from a different viewpoint. They also bring a different emotional side to business which I think can be a good thing.” Are female customers more difficult to work with than male customers? “Typically no, not in this business. This is not a retail business. I would say that men ask more questions than women as far as accounting goes. I think this is because typically in the family dynamics of things, men usually handle the financial aspects of things.” said Robinson. In 1974, only four percent of all MBA graduates nationwide were women. In 1994 thirty six percent of the ranks of graduating MBAs were women (Haddock 24). Showing that women are hiking their way up to the top. That number has more than increased since then. Gender diversity in corporate businesses and top management groups has received growing attention from academics, investors, interest groups and professional research firms. Diversity is supposed to be a sensible approach to improve board effectiveness and performance (Labelle et al 1). In recent years, the issue of appointing more women as directors has also captured the attention of policymakers and research on gender diversity in the business establishment. The slow pace at which business is integrating gender diversity has started to get government involved (Labelle

Best Foods Company is a multinational worldwide food company whose vision is “To be the Best International Food Company in the World.” (p.713) Best Foods set out to make some serious strides in diversifying their organization. However, there were three key diversity challenges facing them. First is that the company has very few women who have been on the career path that leads them to executive level position. This unfortunately was due to past practices. Best Foods top 150 senior managers were mostly made up of older males predominately white. At the time that Best Foods sought to change there was only one women and she was a general manager. With the lack of skill level and job experience one of the first

In August 2012 a team of researchers at the Credit Suisse Research Institute issued a report in which they examined 2,360 companies globally from 2005 to 2011, looking for a relationship between gender diversity on corporate management boards and financial performance. Sure enough, the researchers found that companies with one or more women on the board delivered higher average returns on equity, lower gearing (that is, net debt to equity) and better average growth.

-2Abstract There is a direct correlation between corporate finance performance and women in leadership roles. The number of female college graduates and overall percentage of females in the workforce is increasing. Therefore the pipeline of women has greatly increased and companies have to capitalize on this to ensure these companies are going to retain, attract and develop this pool of talent. An equal balance of qualified men and women can only be achievd when top

Gender in Management: An International Journal Vol. 26 No. 3, 2011 pp. 220-233 q Emerald Group Publishing Limited 1754-2413 DOI 10.1108/17542411111130981