![]() They might file complaints with human resources or the federal Equal Employment Opportunity Commission, which enforces antidiscrimination laws and reviews and investigates cases.Įmployers can provide workers with some protection against discrimination with a zero-tolerance policy. Employees who believe they are being targeted perceive other workers as a favored group. Federal law also protects workers against discrimination based on age and physical disability. Managers who deny employees pay raises, promotions and other opportunities for advancement because of race, gender, color, national origin or religion are violating Title VII of the 1964 Civil Rights Act. Is the reason based on work quality or loyalty? He recommends that managers monitor their own behavior so that they recognize employees’ contributions to the company, rather than favor personal loyalty or friendship. In an article he wrote for the “Harvard Business Review,” titled, “Teach Yourself to Avoid Favoritism,” he challenges managers to think about why they favor certain employees. Marshall Goldsmith, Ph,D.,an executive educator and coach, says that favorites often earn their status by being sycophants to the boss. They often leave a job they like to work for a company that values good performance. Resentment keeps workers who feel slighted from being productive. Employees complain, often privately, about the boss’s favorites getting plum assignments, pay raises, promotions and more courteous treatment overall. Managers show favoritism by granting certain employees privileges and benefits over equally deserving co-workers. If telecommuting is a benefit, offer it on the basis of who can handle working at home and not on lifestyle. Another is not assuming that only married employees with children need family medical leave singles often are major caregivers for aging parents and other relatives. ![]() Changing the name of work-balance programs from “work-family” to “work-life” is a starter. But even single, childless men claim that they are being shortchanged at work because of their status, according to Sylvia Ann Hewlett, CEO and founder of the Center for Work-Life Policy.Įmployers can avoid inequities between single, childless employees and married workers with children by evaluating how benefits and policies are handled. ![]() The problem might stem from employers “bending over backward” to adopt family-friendly policies that accommodate working mothers. The same percentage also agreed that employers don’t consider the needs of single, childless workers. A 1996 Personnel Journal survey showed that 81 percent of the respondents agreed that single workers without children carried much of the responsibility in the workplace. Single and childless employees report feeling saddled with extra work when co-workers with children take time off for family obligations.
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