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Genuine Occupational Requirement

论文作者:留学生论文论文属性:案例分析 Case Study登出时间:2010-06-12编辑:vshellyn点击率:3535

论文字数:论文编号:org201006121432047325语种:英语论文 English地区:英国价格:免费论文

关键词:Genuine OccupationalRequirement

Where there is a Genuine Occupational Requirement (GOR) to employ a person of a particular race, ethnic or national origin, certain exceptions from the regulations are permitted covering selection, promotion and training, but the employer must be able to show that there is a genuine need taking account of the type of work, or the context in which the work is carried out.


Essentially, the same principles apply to religious discrimination, but in limited circumstances, exemptions from the Regulations may apply where an employer needs to employ a person of a particular religion. There is also an exemption for 'employers with an ethos based on a religion or belief'. This allows employers to place advertisements for jobs requiring a person to be of specific religion as long as it can be justified, which is difficult. The religious requirement must be crucial to the post. Exemptions also apply for acts done in the interest of national security.


Good employment practices www.51lunwen.org
Employers should screen policies and working practices to remove unfair discrimination and bias: this is key to effecting the creation of open workplace cultures where to be different is not a problem but an asset. Addressing issues related to race and religious belief, as part of a coherent diversity strategy is essential. 
To change attitudes organisations should be encouraging good employment practices through managing equality issues, communication and training, and addressing specific areas.
Managing equality issues
Promote a culture of respect and dignity of all employees through effective implementation of policies and procedures. Be aware of competing and conflicting rights to balance the needs of the individual and the business.
Foster respect to realise different perspectives matter, and that diversity is everyoneâ™s responsibility.


Make the business case for diversity â“ view this as an opportunity, not a threat.
Assign responsibility for driving diversity issues, perhaps to a head of diversity or a champion at board level and allocate appropriate resources.
Think inclusively when devising policies and procedures to offer different things to suit differing needs. www.51lunwen.org


Continually monitor and evaluate policies and practices to ensure that they are working and bias free using cross-sections of the organisation. Complacency can undermine effectiveness.
Communication and trainingwww.51lunwen.org

 
Communicate to raise awareness regarding behaviours expected of employees, particularly line managers. Instigate training and follow-up workshops and campaigns in the workplace eg so that all are aware of differing religious practices. This may be through published policy statements but needs to gain engagement with employees â“ it is not sufficient to simply send an email saying that a policy is available.
Undertaking an equality audit gives the profile of the current workforce â“ but there needs to be careful communication about what is being asked, why and how it will be used for employees to feel confident in giving information. The Equality and Human Rights Commission have guidelines on ethnic categorisations to use.
Be seen to act on harassment and bullying issues.


Consider introducing a support network or other body to encourage networking.
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