SUBMITTED TO SIR Shafqat UllahSUBMISSION DATE: 09-12-2013

GROUP MEMBERS

SYED SALMAN MOHIUDDIN (22712)

HARRIS KAMRAN (22703)

BISHA SHANTILALL (23221)

MOHAMMAD BILAL (17808)

FAIZAN (20870)

ANTI DISCRIMINATION POLICIES IN BANKS

POLICIES:

As per the Bank’s harassment policy, any form of discrimination or harassment, directly or indirectly, towards any employee is considered to be misconduct warranting disciplinary action.

Harassment is any form of verbal or non-verbal behaviour that is directed at the infected individual resulting in the individual feeling threatened, insecure or distressed. Discrimination of HIV/AIDS infected employees will not be condoned. This includes treating those affected differently or not applying a professional judgement in making personnel decisions.

• Not engage in or support discrimination, by a supervisor, manager or any other employee

» in hiring, termination, remuneration, training, promotion or retirement

» on the grounds of race, caste, national origin, religion, age, disability, gender, marital/parental status, sexual orientation, falling ill, becoming pregnant, HIV status, migrant status, union membership, being a worker representative or political affiliation or any other criteria that are unlawful at any level of the entity.

• Not interfere with, and ensure that employees are free to exercise/observe, tenets or practices, or to meet needs relating to, race, caste, national origin, religion, age, disability, gender, marital/parental status, sexual orientation, HIV status, migrant status, membership of union or worker representative bodies or political affiliation.

• Not tolerate discrimination by a supplier or subcontractor.

• Encourage local employment where local laws promote local linkages.

ANTI DISCRIMINATION POLICIES IN CALL CENTERS

POLICIES:

Tele source communications recognizes its responsibilities and obligations in employment under State and Federal anti-discrimination and equal opportunity laws. As organization is committed to providing an environment for effective work , free from unlawful and unacceptable discrimination and harassment.

The procedures set out below may be used to define and resolve complaints of direct and indirect discrimination and of harassment on the grounds recognized in relevant State and Federal laws and in company policy. These grounds include:

sex or gender, and sexual harassment.

marital status, pregnancy, potential pregnancy, parental status and family responsibility.

sexual preference, sexuality or gender identity.

disability, impairment or handicap.

race, colour, national or ethnic origin, nationality, ethnicity, descent or ancestry, immigration.

age.

religious or political belief or activity.

trade union activity.

personal association with or relation to any person who is identified on the basis of any of the above attributes.

SUGGESTIONS

listening seriously and impartially to the concerns and perceptions expressed.

explaining the organization policies pertaining to discrimination and harassment and the procedures available for resolving complaints.

Providing information about rights under Federal and State laws, including the opportunity to lodge complaints with the Human Rights and Equal Opportunity Commission.

Referring the complainant in appropriate cases, to other sources of assistance, including counseling services.

providing appropriate support to the complainant until the matter is resolved.

consulting with managers and supervisors to facilitate working and collegial relationships.

undertaking negotiations between the parties and between the parties and their supervisors in appropriate cases.

STEPS TO SOLVE DISCRIMINAION ACT IN ORGANIZATION

The complainant shall present as promptly as possible after the alleged discrimination or harassment occurs. One consequence of failure to act promptly is that it may preclude recourse to external procedures should the complainant desire to pursue this option at a later date. The following steps shall be available:

Advice and Self Help

A complainant consults a Discrimination Adviser and receives clarification and advice. If appropriate, the complainant then addresses the matter with the alleged respondent.

Adviser Assistance

The complainant consults a Discrimination Adviser who accompanies the complainant to address the matter with the alleged respondent, or the Adviser may write to the alleged respondent conveying the complainant’s concern and requesting that the offending behavior cease.

Intervention

The complainant requests a Discrimination Adviser to approach an appropriate authority with a request for intervention. This approach may be made by the Adviser alone, or with the complainant in attendance.

Mediation

The Director, Equity, Counseling & Careers or nominee may act as an intermediary between the parties with the aim of reaching an agreed solution It is also permissible to use co-mediation: two Advisers work together, one working primarily with the complainant and the other with the respondent. This option can result in a feeling of support by both parties, and in less stress on each of the Discrimination Advisers who can share perspectives and proposals for a solution which will result in the continuance or resumption of satisfactory work or study.

Action on Requests

The Director, Equity, Counseling & Careers shall make available to the respondent in an investigation a statement of the allegations. Natural justice does not require that the respondent be given all documentation, but sufficient detail must be provided to make possible an informed response. The statement of allegations shall be provided as soon as possible, and the respondent shall have up to fourteen days in which to reply. An extension of time may be granted by the Director, Equity, Counseling & Careers in special circumstances.

Conciliation

Each party may be accompanied to the conciliation conference by a Discrimination Adviser, colleague or other staff member. The parties shall be given notice of the conference, an account of the matter to be discussed, and an explanation of the conciliation process.

Proceedings of the Investigation 

Should the respondent fail to submit a written reply to the complainant's allegation, or refuse or fail to appear in person before the investigator, the investigator may make a determination on the complaint after investigating the matter without having heard from the respondent. The investigator’s determination shall be presented to the Director, Equity, , who shall transmit it as appropriate to the Director of Human Resources Management

SUMMARY OF ARTICLE

Is pay discrimination againstyoung women a thing of the

past?

Paper type Research paper:

Pay discrimination against women ought to have become a thing of the past. This article investigates whether this is so, taking evidence on men and women in their early 30s at two points during this period. Differences in the rate of pay received by men and women are of clear interest from the point of view of both equity and efficiency. Horizontal equity within the labour market would require equally productive workers to receive equal pay independently of personal characteristics such as gender, age or race. major source of human capital differential between the two sexes is in their attachment to the labour market. In standard human capital variables, the later cohort, particularly the women, are better endowed. Perhaps the closing wage gap is due less to any change in the extent of discrimination than to educational expansion, the shortening of career breaks and the increased numbers of women pursuing uninterrupted careers. The closeness of the male/female wage ratios emerging from the two cohorts with that for employees of all ages (at the median) derived from the New Earnings Survey suggests that the analyses of the cohorts probably does have some applicability to a wider age group. The preliminary results are encouraging. The probability of women participating, and participating full-time is reduced by marriage and having children, but it increases with the age of the youngest child. Both ability and the educational dummies have significant and positive effects on participation, and so does the fact of having a husband who left school before 17 years of age. More surprising is the result that being an owner occupier reduces the probability of participation in either of the two states for the women. The pattern of unequal treatment of women observed in 1978 was not uniform. On many characteristics, full-time women employees had an advantage over men, for example educational qualifications and most of the more auspicious social backgrounds. Men’s wages benefited most from recent work experience, residence in the South East and from being in the reference category.The net improvement for women in 1991 came from a mixture of cross-cutting trends. The advantage of most educational qualifications and social backgrounds seems to have swung to men, but their relative advantage from recent employment experience and residence in the South East.

SUMMARY OF ARTICLE

Racial Discrimination in theGaming Industry

Paper type Research paper:

Racial Discrimination discriminating against any group of people who have a common characteristic or trait. Well, times have changed and so has the racial discrimination. African Americans are now allowed to enjoy everything the hotels have to offer. The black community is contending that blacks are given the lowest paying jobs in the Gaming Industry. Even the black employees who do a good job are not being promoted, they are merely told that by doing a better job at their current job they will earn larger tips. When we take all this in and step back and look at the whole picture, it seems that blacks are treated as equal to whites when it comes to being a customer, but there is racial discrimination by the Gaming Industry when it comes to having black employees. Currently, there seem to be no major complaints against the Gaming Industry by other minority groups. There are, however, many complaints from a class of people referred to as card counters. Going further, the Nevada Gaming board requires that all non-Indian owned slot machines pay out 75% of what the slot machines take in. In New Jersey, it is mandated that non-Indian slot machines pay out 83% of what the slot machines take in. All machines are randomly sampled and tested for accuracy. If the machines are not paying out at the specified levels, the non Indian casinos risk losing their gaming licences. Non-Indian owned casinos want there to be fair competition in the Gaming Industry. They believe that if Indians can operate in a particular state, so should the non-Indian owned casinos. The non-Indian owned casinos want all slot machines to have to pay out at the same percentage levels for both Indian owned and non-Indian owned slot machines. They also want the Indian casinos to be regulated and monitored by some kind of governing body.

QUESTIONS

Q#1 Why is it important for employees to report discrimination, workplace harassment?

Answer

Discrimination ,workplace harassment and sexual harassment can cause:o Employees to be hurt emotionally o Productivity to go downo Absenteeism to go upo The work of the agency to be jeopardizedo Employees to be fearful of otherso Workplace morale to be reduced

When management knows about the problem it can be corrected Discrimination, workplace harassment and sexual harassment must be stopped!

Q#2 Why do employee’s hesitate to report discrimination, workplace harassment and sexual harassment?

Answer

o Fear of losing their jobo Fear of retaliationo Fear of getting someone into troubleo Fear of disrupting the workplaceo Fear of being accused of having no sense of humoro Fear of being embarrassedo Fear of feeling like “less of a man/woman”o Fear of not being believed. Discrimination and harassment are generally subtle

and inconspicuous.

Q#3 What can a supervisor do to help employees feel safe reporting discrimination, workplace harassment and sexual harassment?

Answero Set an example of respectful workplace behavior.o Have clear expectations that discrimination, workplace harassment and sexual

harassment are not tolerated.o Have a clear mechanism for reporting; including the ability to report to another

member of management should the supervisor be the accused.

o Take immediate steps to stop inappropriate behavior or conduct as it occurs or is reported.

o Guard against retaliation.o Handle investigations as discretely and confidentially as possible.o Be sensitive to the feelings of all involved. It is not easy for the complainant, the

accused or anyone participating in an investigation.

Q#4 How should an agency treat an employee accused of discrimination, workplace harassment or sexual harassment?

Answero An employee accused of discrimination, workplace harassment or sexual

harassment should be treated with professionalism and respect, as you would any employee.

o Just because an employee has been accused, does not mean the employee is guilty.o The accused employee has a chance to defend him/herself and present information

and witnesses. o An agency must conduct a neutral investigation. Conclusions should not be

reached until the investigation is complete.