One of the worst issues that workers may face at their place of work is negative discrimination.

Discrimination, among others, may be based on grounds of sex, political and religious beliefs, disability and skin-colour.

Companies or departments working both in the private and the public sector must apply the principles of equality and diversity-management within their organisation. Failure to do so shall surely lead to destabilisation. Neglecting to tackle any kind of harmful inequalities at the workplace is not just a waste of human talent and resources but may also be regarded as criminal.

Those who undergo such a shameful treatment may end up suffering severe consequences. Stress is the immediate and natural effect and if the situation persists indefinitely, the person may end up in a burn-out situation. She or he shall find it hard to cope and will not just lose all interest at work but shall also end with a spillover effect. The worker will feel frustrated, demoralised, victimised and helpless and carry these emotions outside the workplace too.

Excessive stress prevents employees from focusing on the job, or worse, leads to absenteeism and labour turnover. These are just a few consequences that are brought about by the management’s inability or non-interest in combating occupational discrimination.

A worrying fact transpires from recent reports published by the International Labour Organisation that mark an increase in such an abuse and they also point out that outlawing discrimination at work has failed to curb down the practice.

This is occurring despite that we should have better and modern knowledgeable management and workforce. Sometimes it is surprising to discover about the existence of these harmful practices in certain workplaces, of which management should know a far lot better. Usually employee dissatisfaction could be the result of management’s failure to make an employee productive in a socially-fair, working environment.

The causes and forms of discrimination may be numerous.

Discrimination may simply come from denying certain employees from attending training, seminars or from a position where they can gain the necessary experience. It may also come from negating competent individuals their due promotions that in return are awarded to those less competent. However, other causes leading to discrimination at the workplace may simply be the fruit of the evil of all types of corruption.

Discrimination within the organisation must be tackled. Management must take allegations seriously and confidentially if it wants to be perceived in being in good faith. Whistle-blowers must be protected, not exposed and victimised, while sufferers compensated and culprits halted.

The organisation must adopt an ongoing programme against this malaise by seriously examining cases of alleged discrimination, especially those occurring repetitively.

Gathering data is essential to monitor progress. The instruments to eradicate discrimination at the workplace are numerous but it requires will and top management commitment; only then can one boast of being “an equal opportunity organisation”.

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