Employees have the right to assert their federally-protected rights against their employers when they believe a violation of those rights has occurred. However, workplace retaliation poses challenges for employers reporting illegal or discriminatory acts. This study examines federal and common law to better identify the concept of retaliation and the legal protections against it. The cases analyzed in this study are Thompson v. North American Stainless, Burlington Northern and Santa Fe Railway Company v. White, Bragg v. Munster Medical Research Foundation, Inc., and Hutchinson v. City of Oklahoma City. These cases highlight instances of retaliation against employees exercising their legal rights, showcase circumstances where employees won, and look at affirmative defenses employers can raise. The goal is to deepen understanding around retaliation and the current laws surrounding it. Recommendations and possible remedies for workplace retaliation will be discussed in the latter part of the analysis to better understand the options available to future employees and employers regarding this issue.
{"title":"Retaliation in the Modern Workplace and Federal Laws in the United States of America: Cases and Reflections About the Undermining of Employees’ Legal Rights","authors":"Tyriq J. Roberts, B. Mujtaba","doi":"10.33423/jbd.v24i1.6911","DOIUrl":"https://doi.org/10.33423/jbd.v24i1.6911","url":null,"abstract":"Employees have the right to assert their federally-protected rights against their employers when they believe a violation of those rights has occurred. However, workplace retaliation poses challenges for employers reporting illegal or discriminatory acts. This study examines federal and common law to better identify the concept of retaliation and the legal protections against it. The cases analyzed in this study are Thompson v. North American Stainless, Burlington Northern and Santa Fe Railway Company v. White, Bragg v. Munster Medical Research Foundation, Inc., and Hutchinson v. City of Oklahoma City. These cases highlight instances of retaliation against employees exercising their legal rights, showcase circumstances where employees won, and look at affirmative defenses employers can raise. The goal is to deepen understanding around retaliation and the current laws surrounding it. Recommendations and possible remedies for workplace retaliation will be discussed in the latter part of the analysis to better understand the options available to future employees and employers regarding this issue.","PeriodicalId":475934,"journal":{"name":"Journal of business diversity","volume":"26 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140709837","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Public accounting firms are currently facing lower recruitment and retention rates, but the use of effective and authentic diversity, equity, inclusion, and belonging initiatives can better the workplace environment. Through different DEIB initiatives, like mentorship programs, anti-bias training, employee resource groups, inclusive leadership, and pay equity, women and minorities can feel represented and comfortable in the workplace. From analyzing Big Four DEI Transparency Reports, a relationship is shown between effective DEIB initiatives and recruitment and retention within the firms. Furthermore, these DEIB initiatives are important aspects of a firm’s business strategy to be able to compete with one another.
公共会计师事务所目前正面临招聘率和留任率较低的问题，但使用有效、真实的多元化、公平、包容和归属感举措可以改善工作环境。通过不同的多元化、公平、包容和归属举措，如导师计划、反偏见培训、员工资源小组、包容性领导力和薪酬公平等，女性和少数族裔可以在工作场所感受到代表性和舒适感。通过分析四大企业的 DEI 透明度报告，可以看出有效的 DEIB 措施与企业内部的招聘和留任之间存在着联系。此外，这些 DEIB 措施也是公司商业战略的重要方面，有助于公司之间的竞争。
{"title":"An Examination of Diversity, Equity, Inclusion, and Belonging (DEIB) Initiatives in Large U.S. Public Accounting Firms to Recruit and Retain Women and Minorities in the Workplace","authors":"Rebecca A. Miller, Stacy Boyer Davis, Nick Ammel","doi":"10.33423/jbd.v24i1.6910","DOIUrl":"https://doi.org/10.33423/jbd.v24i1.6910","url":null,"abstract":"Public accounting firms are currently facing lower recruitment and retention rates, but the use of effective and authentic diversity, equity, inclusion, and belonging initiatives can better the workplace environment. Through different DEIB initiatives, like mentorship programs, anti-bias training, employee resource groups, inclusive leadership, and pay equity, women and minorities can feel represented and comfortable in the workplace. From analyzing Big Four DEI Transparency Reports, a relationship is shown between effective DEIB initiatives and recruitment and retention within the firms. Furthermore, these DEIB initiatives are important aspects of a firm’s business strategy to be able to compete with one another.","PeriodicalId":475934,"journal":{"name":"Journal of business diversity","volume":"7 19","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140710778","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Human resources experts play a crucial role in fostering safe, healthy, and equitable workplaces, emphasizing inclusivity, diversity, and anti-discrimination. Marriott International serves as a prime example by prioritizing ongoing education to create a diverse and inclusive workforce, empowering employees to cater to a global clientele. Their initiatives inspire and educate HR professionals from other companies while reinforcing Marriott's commitment to bias reduction through continuous training in areas like unconscious bias, cultural competency, harassment prevention, and prejudice awareness. Marriott's dedication extends to providing resources and training to address workplace discrimination, promoting tolerance and diversity. The company's unwavering focus on diversity, equity, and inclusion underscores the importance of senior management support and consistent promotion of these values. Marriott's transparency in disclosing diverse data sets a benchmark for organizational growth, serving as a guiding principle for HR professionals to drive similar initiatives in their respective organizations. Ultimately, Marriott's efforts illustrate the potential for creating more equitable and inclusive workplaces globally, where employees are valued, respected, and supported to thrive.
{"title":"Marriott Hotel’s Practices in Mitigating Discrimination Through Inclusionary Employee Resource Groups","authors":"Sharon Wesley, Kaydianne Nugent Jackson, Daliné Martínez Ramos, Stephanie Vanbeber, B. Mujtaba","doi":"10.33423/jbd.v24i1.6897","DOIUrl":"https://doi.org/10.33423/jbd.v24i1.6897","url":null,"abstract":"Human resources experts play a crucial role in fostering safe, healthy, and equitable workplaces, emphasizing inclusivity, diversity, and anti-discrimination. Marriott International serves as a prime example by prioritizing ongoing education to create a diverse and inclusive workforce, empowering employees to cater to a global clientele. Their initiatives inspire and educate HR professionals from other companies while reinforcing Marriott's commitment to bias reduction through continuous training in areas like unconscious bias, cultural competency, harassment prevention, and prejudice awareness. Marriott's dedication extends to providing resources and training to address workplace discrimination, promoting tolerance and diversity. The company's unwavering focus on diversity, equity, and inclusion underscores the importance of senior management support and consistent promotion of these values. Marriott's transparency in disclosing diverse data sets a benchmark for organizational growth, serving as a guiding principle for HR professionals to drive similar initiatives in their respective organizations. Ultimately, Marriott's efforts illustrate the potential for creating more equitable and inclusive workplaces globally, where employees are valued, respected, and supported to thrive.","PeriodicalId":475934,"journal":{"name":"Journal of business diversity","volume":"36 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140770106","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Marie Lachapelle, Sylvie St-Onge, Sébastien Arcand
Attracting and retaining immigrant workers is a challenge in Canadian regions, where many employers face labor shortages. Based on an agency framework, this study explores immigrants’ satisfaction with settling in a region and how they have engaged, are engaging, or plan to engage in strategies to improve their work and life satisfaction. The results of focus group discussions and interviews with 41 immigrants enable us to classify them in a two-by-two table: satisfied, unsatisfied, work-oriented, and community-oriented. As agents, immigrants develop two broad strategies that impact their satisfaction: cognitive and behavioral. Our results put forward several benefits for employees, employers, communities, and society.
{"title":"Immigrants’ Satisfaction With Regional Employment: A Human Agency Perspective","authors":"Marie Lachapelle, Sylvie St-Onge, Sébastien Arcand","doi":"10.33423/jbd.v24i1.6854","DOIUrl":"https://doi.org/10.33423/jbd.v24i1.6854","url":null,"abstract":"Attracting and retaining immigrant workers is a challenge in Canadian regions, where many employers face labor shortages. Based on an agency framework, this study explores immigrants’ satisfaction with settling in a region and how they have engaged, are engaging, or plan to engage in strategies to improve their work and life satisfaction. The results of focus group discussions and interviews with 41 immigrants enable us to classify them in a two-by-two table: satisfied, unsatisfied, work-oriented, and community-oriented. As agents, immigrants develop two broad strategies that impact their satisfaction: cognitive and behavioral. Our results put forward several benefits for employees, employers, communities, and society.","PeriodicalId":475934,"journal":{"name":"Journal of business diversity","volume":"22 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140266260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Managers and human resource professionals must possess the requisite abilities of generational awareness to effectively match the distinct attributes exhibited by various age cohorts within the overarching objectives of the firm. Organizational leaders must understand the four major age groups that constitute the workforce: the Traditional Generation, the Baby Boomers, Generation X, Generation Y, also known as the Millennials, and Generation Z. A recent study conducted by McKenzie reveals that several factors, namely financial incentives, career advancement opportunities, flexibility in the workplace, and a sense of purpose at work, have a significant impact on employee retention (The Gen Z Equation, 2023). Schroth (2019) suggests that providing appropriate onboarding procedures would result in increased productivity among the Gen Z cohort in the workplace. This study’s primary focus examines Gen Z’s preferences for leadership styles, perceptions regarding organizational culture, and how these affect Gen Z’s learning approaches. The findings are utilized to generate recommendations and strategies for effectively preparing Generation Z for the workforce by implementing strategic orientation and onboarding practices.
管理者和人力资源专业人员必须具备必要的代际意识能力，以便在公司的总体目标范围内有效地匹配不同年龄组所表现出的独特属性。组织领导者必须了解构成劳动力的四个主要年龄组：传统一代、婴儿潮一代、X 代、Y 代（又称千禧一代）和 Z 代。麦肯锡（McKenzie）最近进行的一项研究显示，经济激励、职业晋升机会、工作场所的灵活性和工作目的感等几个因素对留住员工有重大影响（The Gen Z Equation, 2023）。Schroth（2019）认为，提供适当的入职程序将提高 Z 世代在工作场所的生产力。本研究的主要重点是研究 Z 世代对领导风格的偏好、对组织文化的看法以及这些因素如何影响 Z 世代的学习方法。研究结果将用于提出建议和策略，以便通过实施战略性的入职指导和入职培训实践，有效地帮助 Z 世代做好就业准备。
{"title":"Strategic Onboarding: Tailoring Gen Z Transition for Workplace Success","authors":"Joseph B. Mosca, Janeth F. Merkle","doi":"10.33423/jbd.v24i1.6852","DOIUrl":"https://doi.org/10.33423/jbd.v24i1.6852","url":null,"abstract":"Managers and human resource professionals must possess the requisite abilities of generational awareness to effectively match the distinct attributes exhibited by various age cohorts within the overarching objectives of the firm. Organizational leaders must understand the four major age groups that constitute the workforce: the Traditional Generation, the Baby Boomers, Generation X, Generation Y, also known as the Millennials, and Generation Z. A recent study conducted by McKenzie reveals that several factors, namely financial incentives, career advancement opportunities, flexibility in the workplace, and a sense of purpose at work, have a significant impact on employee retention (The Gen Z Equation, 2023). Schroth (2019) suggests that providing appropriate onboarding procedures would result in increased productivity among the Gen Z cohort in the workplace. This study’s primary focus examines Gen Z’s preferences for leadership styles, perceptions regarding organizational culture, and how these affect Gen Z’s learning approaches. The findings are utilized to generate recommendations and strategies for effectively preparing Generation Z for the workforce by implementing strategic orientation and onboarding practices.","PeriodicalId":475934,"journal":{"name":"Journal of business diversity","volume":"17 S3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140265851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Black, Indigenous and People of Color (BIPOC) entrepreneurs have been underrepresented in America’s formal wine industry for centuries. It is commonly reported that Black-owned wineries represent less than one percent of the 11,000 U.S. wineries, while only two percent of wine professionals identify as Black. The events of 2020, including the video-recorded murder of George Floyd by a police officer, incited global protests for social justice, equity and inclusion. The wine industry, along with its peers in retail, finance, and others, committed to improved opportunities for Black business owners as well as employees. In the current article, the 2020 and 2023 results of the Terroir Noir survey of Black wine entrepreneurs are presented to assess the perspectives of this segment regarding inclusion and other topics.
{"title":"Has Racial Inclusion in the Wine Industry Improved Since 2020? Results From Two Surveys of Black Wine Entrepreneurs","authors":"Monique Bell","doi":"10.33423/jbd.v24i1.6853","DOIUrl":"https://doi.org/10.33423/jbd.v24i1.6853","url":null,"abstract":"Black, Indigenous and People of Color (BIPOC) entrepreneurs have been underrepresented in America’s formal wine industry for centuries. It is commonly reported that Black-owned wineries represent less than one percent of the 11,000 U.S. wineries, while only two percent of wine professionals identify as Black. The events of 2020, including the video-recorded murder of George Floyd by a police officer, incited global protests for social justice, equity and inclusion. The wine industry, along with its peers in retail, finance, and others, committed to improved opportunities for Black business owners as well as employees. In the current article, the 2020 and 2023 results of the Terroir Noir survey of Black wine entrepreneurs are presented to assess the perspectives of this segment regarding inclusion and other topics.","PeriodicalId":475934,"journal":{"name":"Journal of business diversity","volume":"14 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140266291","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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