The Civil Rights Act of 1991
The Civil Rights Act was a turning point in the struggle for equality and justice in the United States (US). This act was enacted due to the decisions that limited civil rights at the Supreme Court. Mainly, the act aimed to protect individuals from workplace discrimination. The Civil Rights Act of 1991 amended Title VII of the Civil Rights Act of 1964 to expand remedies for the victims of workplace discrimination (Reed, 2022). After the amendment, victims could seek compensation and punitive damages, which was a bonus to the conventional remedies of reinstatement and back pay.
Regarding careers, the act of 1991 ensures that employers did not use glass ceiling practices. Employers would prevent specific demographics from advancing in their careers and rising in the ranks of the business structure. The law now requires employers to justify discriminatory employment practices on vulnerable groups. Protected groups found a voice and more equitable distribution of opportunities at the workplace.
The act of 1991 was also a legal framework for those discriminated against based on their skin color, race, religion, sex, and nationality. The act prohibited jury discrimination and ensured victims could get diverse juries for fair trials. Individuals could now seek jury trials in cases of discrimination. Presenting their cases before a jury of their peers gave victims the voice they previously lacked to navigate the legal system. The Civil Rights Act of 1991 promoted workplace equality and diversity, as employers enacted voluntary policies to safeguard underrepresented groups (Dobbin & Kalev, 2021). Despite the act’s implementation, civil discrimination did not end, and the struggle continued. Subsequent legislation and societal changes shaped the landscape of equal rights in the subsequent years.
Legal and Moral Entitlement for Employees
Individuals expect employers and colleagues to accord them rights and ethical considerations at the workplace. The legal entitlement of employees is the laws and regulations that give them rights and privileges to protect them at work. On the other hand, moral entitlement is the ethics and principles outside the legal framework that guarantee fairness and social responsibility in the workplace.
Legal entitlement gives employees the right to a safe working environment. Occupational safety and health regulations give employees the right to a safe working environment free from accidents. Employees also have the right to proper training and availability of all necessary equipment. For instance, the Occupational Safety and Health Act of 1970 (OSH) requires that employers maintain a safe working environment where staff cannot die and are free of other dangers (Michaels & Barab, 2020). Employers must take additional pre-requisites beyond the law to ensure that staff work in a safe environment free from hazards.
Employers should also ensure that they create a non-discriminative work environment where employees have equal opportunities. The US Equal Opportunity Commission protects workers from discrimination against their compensation. The Equal Pay Act of 1963 outlines that employers in commerce should not discriminate against the payment of wages based on sex. Another law is Title VII of the Civil Rights Act of 1964, which prevents workers from discriminating against staff employees based on their race, color, religion, sex or pregnancy, and national origin. Employers should prioritize promoting diversity, equity, and inclusion in the workplace.
Legal and moral entitlements are essential for organizations that want to protect the welfare of their staff. Employers should go beyond compliance and uphold ethical standards. Workers should also understand their rights according to the law to thrive in a fair and just environment.
Violation of Employee Rights
Employees have the right against discrimination regarding their race, color, religion, sex, and national origin. Maria is an example of an employee who was denied promotion because the company felt she was female and not as competent as her male counterparts. The male employees with similar or lesser qualifications were promoted over her, even though she had worked long enough to have more experience than some of them. This situation showed gender-based discrimination and was the unethical behavior of the employer.
Maria raised her concerns against her superiors, and an investigation immediately started. The company interviewed Maria, her colleagues, and supervisors looking into promotion records. The investigation showed consistent discrimination against Maria for promotions despite her substantial qualifications, achievements, and experience. Indeed, Maria was a victim of gender-based discrimination according to Title VII of the Civil Rights Act of 1964. The company’s response was to award Maria the promotion she rightfully deserved. The company also fostered workplace diversity and equal employment procedures. Employees received relevant training on equal employment principles so they would no longer suffer the same discrimination in the future. The case of Maria helped her and other colleagues not to suffer a similar fate at any time in the company.
Title VII protects workers against bias and prejudice in the workplace. Organizations should take up this example and uphold the rights and privileges of staff when it comes to hiring and promotion. Each worker should receive equal opportunity based on merit and qualifications. In an ideal organization, workers rank according to their abilities to be confident in working where fairness, equity, and inclusion are prime factors.
Generational Differences at Work
A baby boomer in their 50s is stuck in a low-paying, entry-level job and needs to be more satisfied with their work. The person feels stuck in a rut and cannot move up the ranks in their career. Baby boomers may suffer generational differences because technology has evolved the work environment (Weiss, 2014). These people may need more skills to work in a new environment where technological input is a significant requirement.
Another generation is the millennial worker in their 30s and does not enjoy their work. Millennials may be unsatisfied, considering they expect to be better than their parents, the baby boomer generation. Millennials are not ready to accept that they are unqualified at work as they feel more special than the outgoing generation. Millennials are unsatisfied as they second-guess their capabilities, comparing themselves with others on social media who are successful in their careers. However, millennials must be focused on the success of their peers. Everyone is as talented as others, and this realization can make someone more satisfied with their work.
Gen X folks often like their jobs and are more satisfied working. This current generation of workers enjoys having control over their work and personal lives. Gen X grew up when the work environment changed, so they adapted well to the new environment. Unlike Baby Boomers, the Gen Xers are good with technology. These workers had a steadier job start than Millennials since they are well-adjusted to technology (Weiss, 2014). Also, this generation of workers has practical and independent thinking, making them happier with their work than previous generations. They like having control at work, enjoy doing things on their own, and feel happy with their jobs more than the other generations of workers.
References
Dobbin, F., & Kalev, A. (2021). The civil rights revolution at work: What went wrong. Annual Review of Sociology, 47, 281-303. https://www.annualreviews.org/doi/full/10.1146/annurev-soc-090820-023615
Michaels, D., & Barab, J. (2020). The occupational safety and health administration at 50: protecting workers in a changing economy. American journal of public health, 110(5), 631–635. https://ajph.aphapublications.org/doi/pdf/10.2105/AJPH.2020.305597
Reed, A. (2022). The Title VII Amendments Act: A Proposal. American Business Law Journal, 59(2), 339–392. https://onlinelibrary.wiley.com/doi/pdf/10.1111/ablj.12208
Weiss, J.W. (2014). Business ethics: A stakeholder and issues management approach (6th ed.). Berret-Koehler Publishers. ISBN: 9781626561403
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