Nowadays, discrimination in labor relations is one of the most widespread but not always distinctly identified human rights violations. Prejudice is a multifaceted phenomenon with many diverse manifestations and international scope. Legislation at various levels, from global to local, emphasizes that bias in the field of labor is prohibited. However, practice reveals that its forms do not simply exist – they are widespread and observed at the stage of recruitment and in the workplace. Discrimination must be eliminated because it restricts opportunities, wastes human resources necessary for economic progress, and exacerbates social tensions and inequality.
It is essential to consider differentiating criteria in the process of hiring. These are distinctions in qualifications, skills, opportunities, salary, and attitudes towards employment. Discrimination is likewise a form of differentiation that is recognized as inappropriate from society’s point of view (Kim et al., 2020). Nevertheless, many employers consider gender, nation, race, religion, and political beliefs in their hiring practices, violating equal opportunities and denying civil rights.
Moreover, subjective, and objective grounds cause bias in the labor market. The first grounds include those that depend on the subject who discriminates. In most cases, it can be argued that these preferences are formed under the influence of stereotypes prevailing in society. Objective reasons incorporate those that are independent of the discriminating entity (Kim et al., 2020). In a market economy, to survive in competition and maximize profits, businesses seek to reduce costs to a minimum level. Therefore, employers desire to hire people with lower wages than usual for the same job. More low production costs result in product prices, greater returns to investors, and the firm’s competitiveness.
For example, women are not hired (or paid less) with the justification that they have fewer opportunities than men. Another sample is the increased testing of minorities’ qualifications to prove they do not have the necessary knowledge and fire or transfer them to lower-paying jobs (Kim et al., 2020). Thus, the problem of discrimination in labor relations not only exists but is also widespread and varied in its manifestations. The primary concern is that there is no precise understanding of what discrimination is and what its images are, and most notably, what its harmful effect is. Gender discrimination in employment in the labor market is a concern associated with the shortcomings of legal regulation but with a low level of legal consciousness. Most frequently, it is expressed in the reluctance to hire women. In conditions of temporary economic hardship, employers seek to avoid additional costs, which explains the refusal to hire women who may have young children, requiring other benefits.
Moreover, gender affects the determination of salary levels as women’s wages are lower than those of men in the same position. Some experts call it discriminatory, even the professions that women cannot pursue in some countries (Radey & Schelbe, 2020). Among them is the inability to obtain the occupation of the carpenter, stonemason, and steam locomotive driver, which is one of the most apparent manifestations of stereotypical attitudes toward women. Women should be able to decide where and how they want to work. Moreover, even if one does not consider the list enshrined in the law, society generally accepts several professions as women’s or men’s (Radey & Schelbe, 2020). For example, pilots and bartenders tend to be men, while secretaries and nannies are women. This division occurs when the natural social roles of men and women are mechanically transferred to the workplace.
For many decades, men were hired where physical strength was required, but in today’s reality, women can compete on an equal footing for lucrative jobs. However, human consciousness is complicated to break with gender stereotypes, and men are still preferred in hiring while women are paid less in the same positions. To prevent this from happening, there is a special commissioner – ombudsman for equality in many countries, which helps citizens achieve equality.
It is also essential to note that equality and gender discrimination concerns both men and women. Especially in recent years, men have begun to file lawsuits frequently (Smith & Hunt, 2021). They examine issues about hiring a woman for a position, even though she was more experienced, talented, and professional. One of the first cases involved a male employee who worked as an anesthesia nurse at a large city hospital. When he researched his and his colleagues’ salary data, he found that he was paid lower wages than his female nursing colleagues (Smith & Hunt, 2021). He sued, and as a result of the lawsuit, the court ruled that because this employee was doing the same job as his female colleagues, he was also worthy of a similar salary. Thus, gender discrimination may apply to both genders, but it harms the work environment, pay, and working conditions remains the same.
In addition, racial factors also often create discrimination and unequal working conditions. Those most vulnerable to employment discrimination in Europe include non-EU migrants (Radey & Schelbe, 2020). This includes undocumented migrants, Roma, Muslims, people of African descent, black Europeans, and minority women. Furthermore, in the United States of America, there is discrimination against people of color compared to the white population (Smith, & Hunt, 2021). Of course, this has a detrimental effect on people who do not have the opportunity to use their potential and earn a decent wage. All aspects of discrimination in the workplace interfere with workers’ lives, but at the same time, gender, race, and other forms of discrimination are a privilege for employers.
As a macro-level consequence, there is a decrease in the costs to the producing firm. It is more profitable for an entrepreneur to hire members of discriminated groups to do the same work, paying them lower wages than others (Warren et al., 2019). This reduces labor costs and, consequently, the cost of production, increasing the firm’s profits. Second, the persistence of discrimination can lead to an increase or decrease in the competitiveness of firms. In the short run, the use by firms-producers of labor of discriminated groups leads to a rise in their competitiveness. In the long run, however, the use of such work in production leads the firm to remain at the level of previous technologies, which reduces its competitiveness and, consequently, possibly increases its production costs.
Thus, labor discrimination is the employer’s differential treatment of an employee or a group of employees who differ in a specific socio-demographic characteristic but have the same productivity. The basis for discrimination on the labor market is racial, ethnic, gender, age, and other aspects of the labor force. They directly affect the conditions and remuneration of labor become the cause of limited opportunities on the labor market, which leads to the decrease in the efficiency of the economy of a particular region and the country as a whole. Thus, discrimination in the workplace is a phenomenon that should not exist in the twenty-first century. All individuals should use their potential and work where their personal qualities and competencies allow.
References
Kim, J., Henly, J. R., Golden, L. M., & Lambert, S. J. (2020). Workplace flexibility and worker well‐being by gender. Journal of Marriage and Family, 82(3), 892-910. Web.
Radey, M., & Schelbe, L. (2020). Gender support disparities in a majority-female profession. Social Work Research, 44(2), 123-135. Web.
Smith, R. A., & Hunt, M. O. (2021). White supervisor and subordinate beliefs about black/white inequality: Implications for understanding and reducing workplace racial disparities. Social Problems, 68(3), 720-739. Web.
Warren, M. A., Donaldson, S. I., Lee, J. Y., & Donaldson, S. I. (2019). Reinvigorating research on gender in the workplace using a positive work and organizations perspective. International Journal of Management Reviews, 21(4), 498-518. Web.
Business Communication: Misrouted Or Dropped Incoming Calls
Introduction
An inbound call sent to an unhelpful agent or self-service application is referred to as a misrouted call. Dropped calls are at best an annoyance in business communications. Worst case scenario, they might halt a transaction in its tracks thus impacting the organisation negatively. Many procedures must be accomplished before a phone call may be made; therefore, a phone call may be terminated for technical reasons without the individuals involved knowing it (Coury et al., 2017). In many practical applications, this description must be complemented with details such as when calls are logged as dropped, or when a call is considered as connected.
The customer’s experience at any contact center may be nothing short of a nightmare. Given that phone assistance is the most popular and preferred way of customer care, the stakes are quite high. Ineffective customer service approaches should be abandoned in favour of customer experience management (CEM) strategies and technologies that are easily available from anywhere in the world. Improved customer service may have a positive impact on client retention, new customer acquisition, and revenue.
Causes of Dropped/Misrouted Calls
Equipment
When exposed to EMI sources including fluorescent lamp fixtures, dimming switches, computer processing supplies, screens, printers, and faxes, a buzzing sound may be heard in a hearing instrument with a telecoil. Even while noise shielding attempts have provided some relief, finding a safe haven from numerous sources of noise may be challenging in today’s contemporary society. The telecoil switch on hearing aids might be difficult for some patients to locate or even move.
It is quite rare for hearing aid users come into the office complaining that their hearing aids are not really working, only to learn that the switch was mistakenly left in the telecoil position by the dispensing office employees. A number of calls have been misrouted or lost as a result of an employee’s hearing aid not functioning correctly, as seen by the double movement of reflective thinking (Booher, 2017). An employee who has an older hearing aid may have difficulties setting it up correctly for telephone usage, which may result in calls being misrouted to the wrong department.
Tardiness
The consequences of tardiness go well beyond an employee’s salary. Employees who often arrive late to work have an adverse effect on not just their own productivity but also that of their coworkers and the organization as a whole. To avoid a worsening of the issue, employers should deal with persistently tardy workers swiftly and in line with a well-defined lateness policy (Shapiro, 2018). The employer’s image will be tarnished if there are several cases of bad customer service.
It was determined via careful observation and inductive reasoning that a worker who fails to show up for work on time results in a loss of output right away. Those who depend on the late employee to accomplish some of their work may be thrown off by a routine interruption. Customer service and other time-sensitive elements of the work are negatively impacted by late employee interruptions. Customers may discontinue their connection with an employer if an employee is late or does not deliver a product on time, for example.
Poor Customer Service
Failure to satisfy a customer’s expectations increases their likelihood of doing business with a competitor. However, the following are a few instances of consistently bad customer service that are generally unacceptable: a lack of focus on the details, putting your interests ahead of your company’s, conduct that is both unprofessional and impersonal, the inability to reply in a timely manner, identifying a problem but not resolving it, and making promises that were never kept (Spafford, 2020). Negative repercussions typically follow companies that have poor customer service habits. Many of these effects are difficult to overcome and may lead to a company’s demise.
Having awful customer service over a long period of time may damage your reputation. The receptionist in this instance was considered to have inadequate customer service skills. The employee would have easily ignored an incoming call had it not been for the manager’s intervention. It was determined via double-movement that if the employee was not properly monitored, he or she would turn away several customers, which would have a detrimental influence on the business.
Solutions
Hearing aid repairs will save the employee from having to deal with rerouted and lost calls. Help with setting up his hearing aid or a new hearing aid that automatically changes to telephone mode is needed by the employee. Getting a new hearing aid or learning how to correctly set up the employee’s hearing aid can prevent misdirected and lost calls. Removing or switching off the electronic equipment that causes the employee’s hearing aid to give out feedback is preferable (Ohlenforst, 2017). The employee will no longer be able to misdirect or drop phone calls if the feedback is reduced. Retirement or dismissal will have to be an option if the employee refuses to complete these processes.
It is important to underline the value of regular attendance, specify standards and processes for arranging time off in advance, explain call-in procedures for unforeseen absences, and clarify possible repercussions for policy infractions. If a pattern of lateness is suspected, it should be handled as soon as possible and in a consistent manner (Tardy et al., 2020). After hearing from workers about the cause for their absence or persistent tardiness, you may decide whether or not to take disciplinary action. Because of this, it is recommended that an accurate timekeeping policy be put in place, along with a timekeeping system that records work time down to the minute. If the employee’s tardiness persists, the manager has the option of dismissing them or making them retire.
Establishing company-wide standards can help you get the most out of the people who are presently handling phone calls and responding to emails. Some of them include: messages sent through email are typically responded to within an hour of receipt, and phones should be answered within four rings if possible. The management has the option of firing the employee or forcing them to retire if they continue to provide bad customer service.
Justifications
- The solutions provided are highly recommended since they have been carefully vetted and regarded to be the most effective available.
- Client retention is less expensive than customer acquisition; thus, maintaining an employee rather than dismissing or forcing them to retire is a wise decision to make.
- Customer service reflects your brand’s image, purpose, and values, and hence the solutions should be based on these factors.
- Another reason for selecting the solutions was that no employee would look forward to going to work if they feel underappreciated in comparison to their colleagues on other teams.
- In order for consumers to stay loyal, good customer service must be provided, and personnel must adhere to the policies and procedures in place.
Conclusion
Spending money on customer care may help you ignite your flywheel since loyal consumers will help you obtain new subscribers at no expense from you by encouraging prospects to engage with your brand. Moreover, their positive testimonials will become more effective than any of your current marketing initiatives — and less costly as well. As a result, resolving the problem of misrouted or lost calls is critical to preserving the company’s heritage.
References
Booher, D. (2017). Communicate like a leader: Connecting strategically to coach, inspire, and get things done. Berrett-Koehler Publishers.
Coury, J., Schneider, J. L., Rivelli, J. S., Petrik, A. F., Seibel, E., D’Agostini, B.,… & Coronado, G. D. (2017). Applying the Plan-Do-Study-Act (PDSA) approach to a large pragmatic study involving safety net clinics. BMC health services research, 17(1), 1-10.
Ohlenforst, B., Zekveld, A. A., Jansma, E. P., Wang, Y., Naylor, G., Lorens, A.,… & Kramer, S. E. (2017). Effects of hearing impairment and hearing aid amplification on listening effort: A systematic review. Ear and hearing, 38(3), 267.
Shapiro, C. (2018). Antitrust in a time of populism. International Journal of Industrial Organization, 61, 714-748.
Spafford, D. (2020). A Sense of Place: The Political Landscape in Late Medieval Japan. BRILL.
Tardy, A. L., Pouteau, E., Marquez, D., Yilmaz, C., & Scholey, A. (2020). Vitamins and minerals for energy, fatigue and cognition: A narrative review of the biochemical and clinical evidence. Nutrients, 12(1), 228.
Burns-Types & Risks Associated With Burns
Burns are the most common type of injuries in children and adults. There are various classifications of burns based on the source of the singes and the degree of injury. Saladin (2021) defines such types of burns as thermal, chemical, electrical, radiation, and combined. This classification is based on the differentiation of burns depending on the source of the lesion. Extensive thermal burns can be fatal, depending on the severity, while radiation burns are usually superficial and easily treatable, except for burns caused by radioactive rays. In turn, Shiffman and Low (2020) distinguish four types of burns depending on the degree of damage. In the first type, only the outer layer of the epithelium is damaged, which causes redness, pain, and swelling. In the second type, damage occurs to the outer layer of the skin and the deeper layers, which is characterized by the appearance of blisters with fluid. The third type of burns is characterized by necrosis of the skin and the appearance of a scab. The fourth type of burns is characterized by tissue necrosis and charring of muscles and bones. Shiffman and Low (2020) consider this classification to be the most fitting, as it allows to determine the necessary assistance to the victim depending on the degree of damage. This allows to conclude that the classification of burns depending on the degree of damage is proper.
The risks associated with burns vary with the severity of the burn. According to Shiffman and Low (2020), there are practically no negative consequences with 1st-degree burns, the skin recovers within a few days. With burns of the 2nd and 3rd degree, scar tissue formation is possible. This cosmetic defect can be corrected surgically. Saladin (2021) affirms that with significant tissue damage, such risks as infection, lymphadenitis, gangrene of the extremities, abscess, and hepatic and renal dysfunction are possible. Since the risks vary according to the degree of damage it also supports the view that a classification of burns depending on injury grade seems convenient.
References
Saladin, K. (2021). Anatomy & physiology: The unity of form and function, 9th ed. McGraw Hill.
Shiffman, M. A., & Low, M. (2020). Burns, infections and wound management. Springer Nature.