Workplace Equalization's Impact on Organizational Success

WESLEYAN UNIVERSITY-PHILIPPINES
MARIA AURORA, AURORA

COLLEGE OF BUSINESS AND ACCOUNTANCY
THE IMPACT OF WORKPLACE EQUALIZATION

IN ORGANIZATIONS: A STUDY OF LOCAL GOVERNMENT
UNIT OF MARIA AURORA
_______________________________________
In Partial Fulfillment of the Requirements for the

Human Resource Management
__________________________
Submitted to:
Mr. Clifford Neri Cagbay
______________
Submitted by:
Freddie N. Delfin
October, 2018
ACKNOWLEDGEMENT
First and foremost, I have to thank my parents for their love and support
throughout my life. Thank you both for giving me strength to reach for
the stars and chase my dreams. My brothers, aunties, uncles and cousins
deserve my wholehearted thanks as well.
I would like to sincerely than" my case study adviser, Mr. Clifford N.

Cagbay, for his guidance and support throughout this study and especially
for his confidence in me.
To all my friends, thank you for your understanding and encouragement

in many, many moments of crisis. Your friendship makes my life
a wonderful experience. I cannot list all the names here, but you are
always on my mind
Thank you, Lord, for always being there for me.
This analysis is only a beginning of my journey.

DEDICATION
I dedicate my dissertation work to my family and many friends. A special

feeling of gratitude to my loving parents, Emily Delfin and Dominador
Delfin whose words of encouragement and push for tenacity ring in my
ears. My sisters Liezel Delfin have never left my side and are very
special. I also dedicate this dissertation to my many friends who have
supported me throughout the process.
TITLE: THE IMPACT OF WORKPLACE EQUALIZATION ON ORGANIZATIONS: A
STUDY OF LOCAL GOVERNMENT UNIT OF MARIA AURORA
AUTHOR: FREDDIE DELFIN
Abstract:
The subject matter of this paper is workplace equalization. The study

is conducted to explore how companies manage workforce equalization and
its consequences to the company’s existence as well as examine how
companies’ deal with challenges that comes with employees from diverse
cultural backgrounds. The research therefore answers the question `Has
workplace equalization contributed to organizational success`. Because
equalization covers a wide range of human attributes and qualities, the
research is limited to the required tools for managing workplace
equalization, advantages and disadvantages of managing a diverse
workforce. The Municipality of Maria Aurora has been studied in order
to acquire answers to the question that is being focused on. To gather
the required data for this analysis, the author has mostly used the
current material that contains Human Resource Management studies.
Qualitative research method has been used to gather and analyze the data
on the municipalities. To answer the research question as well as obtain
and practical and relevant information of the municipality, the author
conducted an interview on Local Government Unit of Maria Aurora, and
gathered information on the internet. The result shows that workplace
equalization plays an effective role in some municipality. However
inadequate mentoring and guidance could cause a company low productivity.
For this reason there must be regular improvement in ways to effectively
manage a diverse workforce as the world keeps advancing. In the
conclusion, the findings of the analysis were indicated, which states
that workplace equalization has contributed to more productivity but
some factors such as differential treatment could hinder its successful
implementation and hence company success. Big companies are more
passionate about diversifying their workforce and see its implementation
as a norm and continuously strive to improve equalization management,
whereas small companies see it as a choice and evitable when they feel
it a burden or cannot effectively manage it.
TABLE OF CONTENTS
Acknowledgement…………………………………………………………………………………………………………………………………i
Dedication……………………………………………………………………………………………………………………………………………ii
Abstract………………………………………………………………………………………………………………………………………………iii
I. INTRODUCTION………………………………………………………………………………………………………1
II. VIEW POINT…………………………………………………………………………………………………………………………2
III. MAJOR PROBLEM…………………………………………………………………………………………………………………3
IV. SPECIFIC PROBLEM…………………………………………………………………………………………………………4
V. ALTERNATIVE POSSIBLE SOLUTION………………………………………………………………………5
VI. FACTS OF THE CASE………………………………………………………………………………………………………6
VII. RECOMMENDATION………………………………………………………………………………………………………………7
VIII. PLANS OR ACTIONS…………………………………………………………………………………………………………8
IX. DEFINITION OF TERMS…………………………………………………………………………………………………9
REFERENCES…………………………………………………………………………………………………………………………………………………
INTRODUCTION
Equalization can generally be defined as recognizing,

understanding and accepting individual differences irrespective of their
race, gender, age, class, ethnicity, physical ability, and race. Sexual
orientation, spiritual practice and so on. Grobler (2002:46) also
supports this view by adding that each individual is unique but also
share any number of environmental or biological characteristics.
Equalization can be classified into two dimensions. The primary

dimension such as age, gender, sexual orientation and so on, exhibits
the main differences between various individuals. These primary
differences also has the most impact on initial encounters and can be
easily noticed and serve as filters through which people view the world.
The secondary dimensions such as religion, education, geographical
location, income etc., are those qualities that are not noticeable in
the first encounter and can even change throughout different encounters.
These qualities are only noticed after some interactions occur between
individuals. (Ashton 2010). Globalization in this recent time has
triggered more interaction amongst people from different cultures and
backgrounds than before. People are now more open-minded in the
marketplace worldwide with competition coming from almost everywhere in
the continent. Equalization can be a problem to an organization but could
also be a solution, It also comes with its disadvantages but also
benefits and dangerous but also constructive. The challenge then is to
extract the very essence of equalization and tactically manage it for
the improvement of the people and the organization.
Most organizations in their own perspective, adopt equalization

at their workplace or organization to become more creative and open to
change. Increasing and improving workplace equalization has become an
important issue for management in the recent years due to the recognition
of how the workplace is changing. Since managing equalization still
remains a challenge in organizations, managers tend to learn managerial
skills needed in a multicultural working environment and prepares
themselves to teach others within their organizations to value cultural
differences and treat all employees with dignity. For some business
leaders and managers point of view, equalization is a big challenge to
them although it knows no organizational boundary and has no
limitations.
VIEW POINT
Promoting and supporting equalization in the workplace is an

important aspect of good people management - it’s about valuing everyone
in the organization as an individual. However, to reap the benefits of
a diverse workforce it’s vital to have an inclusive environment where
everyone feels able to participate and achieve their potential. While
UK legislation – covering age, disability, race, religion, gender and
sexual orientation among others – sets minimum standards, an effective
equalization and inclusion strategy goes beyond legal compliance and
seeks to add value to an organization, contributing to employee well-
being and engagement.
This study explores what equalization and inclusion means in the

workplace, and how an effective strategy can support an organization’s
business objectives. It looks at the rationale for action, and outline
the steps organizations can take to implement and manage a successful
equalization and inclusion strategy, from communication and training to
addressing workplace behavior and evaluating.
MAJOR PROBLEM
Many researcher and points out that, countless studies have been
conducted on work place equalization. This study is provoked by the gap
left unfilled by a substantial number of research works that has been
conducted on workplace equalization and its significance on the corporate
culture. In recent years Equalization Management and workforce
equalization have been substantial and as such have forced companies to
embrace these concepts in their companies with the aim of increasing
productivity and profit. This forced integration has created divergence
and uncertainty in the workforce, as management is not skilled enough
to control the concept of equalization management and its ethics, and
so managers are finding it difficult to effectively practice equalization
management, which in turn has become an albatross on their neck. Managers
find it difficult in knowing the factors that contribute to effective
equalization management or the exact leadership tasks that can be
achieved to effectively and efficiently deal with issues related to
workplace equalization. In completing this study, relevant theoretical
works are considered in order to ascertain the factors that could lead
to the formation of a favorable working environment that pertains to
equalization management. In reality, it is also important to establish
the implications this has had on companies so as to create a very
conductive working atmosphere through workplace equalization
management.
SPECIFIC PROBLEM
A common misconception is that the phrase "workplace equalization"

defines meeting certain quotas in employee race or gender categories.
In fact, "equalization" as it relates to human resources is a way of
thinking and operating that encourages an entirely new and positive
outlook among coworkers. Equalization in the work environment promotes
acceptance, respect and teamwork. Companies that overcome certain
equalization issues often achieve greater productivity, profit and
company morale.
Respect in the Workplace
The key component in achieving a favorably diversified workplace

is establishing teamwork and mutual respect among staff members.
Acceptance of individual differences is essential in creating a copacetic
and productive work environment. Acceptance leads to respect, and
ultimately opportunity.
Conflict
When prejudice, racism, discrimination and a lack of respect creep

into a work environment, conflict among employees becomes inevitable.
If not distinguished, such animosity in the workplace can turn explosive
or even violent. Businesses who provide a diversified work environment
and provide sufficient equalization training often reduce or eliminate
such occurrences.
Lifestyle Acceptance
Though one's personal life should typically not affect their job
performance, lifestyle acceptance is sometimes an issue in the workplace.
Unfortunately, even though many employers now provide extended benefits
to "alternative lifestyle partners," sometimes gay and lesbian workers
experience disrespect and discrimination from coworkers. Such behavior
leads to an uncomfortable working atmosphere and poor productivity.
Ethnic and Cultural Differences
Sadly, some individuals harbor unfair prejudices against people of

different colors, cultures, ethnicity or religion than their own. Such
prejudice should not be tolerated in the workplace -- much less anywhere
-- and should be dealt with in a firm and prompt manner. Firm company
policies and appropriate training help build acceptance and respect among
a well-diversified employee body.
Gender
One the oldest and most common equalization issues in the workplace
is the "men vs. women" topic. Over the years, a new element in the
disputes over equal pay and opportunity is the transgender employee.
Some corporations have trouble dealing with the fact that a man in
women's clothing or a woman in the stages of "becoming a man" may perform
equally as well on the job done as those in traditional gender roles.
Harassment
Harassment can sometimes be an issue in a diversified work

environment, but should absolutely never be tolerated. Recognizing
harassment is key in preventing and eliminating discrimination from the
workplace. Even the slightest comment made in jest can be considered
harassment if any -- even remotely vague -- any racial, sexual or
discriminatory connotation is made. For example, "I love Asian women"
or "We should have hired a man."
Communication
Even when no prejudice exits among employees, a diversified

workplace can bring about certain communication issues. Hiring
immigrants who speak little or no English can reduce productivity by
creating a communication barrier among team members. Employing some form
of communication training and hiring sufficiently bilingual workers
helps encourage and improve staff interaction.
Generation Gaps
In larger diversified corporations, staffs are often made up of

workers who range in age from teenagers to senior citizens. Inevitably,
generation gaps can become an issue and the age differences can trigger
"cliques" and separation of the company as a unit. Bridging the gap
between multiple generations of workers can sometimes become an issue
for employers attempting to establish teamwork.
Disabilities
Unfortunately, workers who are mentally or physically handicapped

sometimes encounter discriminatory behavior from insensitive coworkers.
In some cases, employers innocently overlook handicapped worker’s needs,
such as ramps or special needs equipment. Creating a fair and comfortable
work environment for disabled employees is important in a diversified
workplace.
Consistency
Equalization training and practices are not just a course or exam

that employees take. Consistency and a daily practice of company behavior
policies is essential in molding a positive and productive workplace.
FACTS OF THE CASE
The rationale behind this research is to examine the different ways

of dealing with work place equalization as well as to provide management
with the necessary guidelines for effective equalization management in
small and big International companies in order to show the reader how
to build an effective workplace equalization by applying different
equalization management tools. The purpose of the study is to answer the
following questions:
1. Does your workplace employ a diverse range of people?
NO Percentage
0%
YES
100%
2. Does your workplace allow all employees to celebrate holidays

appropriately?
NO Percentage
0%
YES
100%
3. In your workplace does it have a equalization and/or equal

opportunities policy in place?
Percentage YES
10%
NO
90%
4. Do your workplace provide equipment to make all areas accessible to

people of all abilities?
NO Percentage
10%
YES
90%
5. Does your workplace make employees aware of equal opportunity policies

and provisions?
Percentage NO
0%
YES
100%
6. Does your workplace have procedures in place for reporting

discrimination?
Percentage NO
0%
YES
100%
7. Did your workplace have recruitment procedures that encourage

equalization?
Percentage
NO
40%
YES
60%
8. Does your workplace host seminars on equalization awareness?
Percentage
NO
40%
YES
60%
9. Is it your workplace encourage all employees to attend events about

equalization awareness?
NO
Percentage
20%
YES
80%
10. In your workplace have an Equalization Officer or another employee

with special knowledge of equalization?
Percentage YES
20%
NO
80%
I. ILLUSTRATION OF THE PERCENTAGE OF EACH QUESTION
TABLE 1.1
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10
100% 100% 90% 90% 100% 60% 60% 50% 80% 20%
YES
0% 0% 10% 10% 0% 40% 40% 50% 20% 80%
NO
EXPLANATION OF EACH QUESTION
Figure 2.1
To the question number 1, that no one has employ a diverse range

Q1 of people in a workplace 0 out 0f 10 favor it, So basically that
there is no descrimination inside in an organization.
To the question number 2, that all employees allow to celebrate

Q2 holidays appropriately, because this is the only to make relax
their body due to many paper works.So 1o out of 0 favor that
there is holidays of the employee.
To the question number 3, 1 out of 10 does have a equalization

and/or equal oppurtunities policy in place, So basically there
are more favor that all of the department has a policy regarding
Q3 to equalization. 10% seems still small fraction that was not
followed technically in enforcing companies policy in promoting
equalization, but its pretty much sure on this graph survey,
improvement will be the next focus to correct it in near future
to attain a full 100%.
To the question number 4, again a 10% of the man power are not
Q4 accessing to proper equipment, efficiency might be effective
in some fundamental areas like work speed, in terms of
internet communication, or it lack of number of equipment. In
other words productivity is down on this percentage for not
accessing the equipment.
To the question number 5, The graph shows that all employee is

aware of equal oppurtunity policies and provision, because the
company had informed the employee from the beginning og their
Q5 hiring, and company which is by Law had posted its provision in
the wall of employees common areas like breakroom and news
billboards announcement of this company, which is the common
practices of all other companies.
To the question number 6, The company has procedure in reporting

discrimination, although 40 percent says N0! Those 40 percent
are scared to report probably because it can cause them job
Q6 termination, or more harassment re battles by the person they
are suppose to report, but the procedure is simple in the posted
provision states under the Poster Call this number etc. To report
any appropriate behavior of any employee whom may feel threaten
or Harass by other employee.
To the question number 7, From the graph says that 40% say NO
Q7 and 60% say it YES, 40% are scared to report probably because
it can cause them job termination,So basically 4 out 10 says
NO, because they don’t have any procedure to make encourage
other people to join their company.
To the question number 8, The survey shows that a split decision

of work force, did not properly trained or had given a chance
to go for training completely hosted by the company, a follow
Q8 up by means of signing every individual in this company must be
encourage and mandatorily be provided by the company for proper
training.
To the question number 9, Say 10 percent did feel that they were
not encourage by management, to attain training, the problem
could be attendance or everyone is really busy and cannot come
Q9 in the training, it is suggested that extra coverage must be
Provided so everyone can come conveniently on training or time
table must be set to complete the training of every individual
in this company.
To the question number 10, 2 out of 10 says, The Human Reaources

of this company Is the number one source of diversified and
equality of this company, managers and supervisor should stand
Q10 in providing knowledge to thier Subordinate in teaching or
training about equality provisions.
RECOMMENDATION
A diverse workplace is important to individual and company

success. An employee who feels respected and accepted by co-workers
and management is more likely to churn out better work, to enhance
business skills. Achieving a diverse workplace begins at the top,
where management believes in and supports the notion that a diverse
workplace boosts business and helps to retain much-needed employees.
Follow the Law
Workplaces that follow the law and remain true to Title VII of
the Civil Rights Act of 1964 are more likely to have a diverse
workplace. According to the act, it is unlawful to mistreat employees
based on age, race, gender, religion and abilities. Employers who
treat workers with respect and recruit with equalization in mind reap
the benefits of loyal employees who work hard to increase revenue.
When employees of different cultures and experiences work together to
create and problem solve, the results are positive: employee self-
esteem, morale and productivity go up, while turnover and lawsuits go
down.
Mix Generations
"Millennials are often seen by the baby boomer generation as

immature workers who act entitled and seem unprepared for workplace
challenges. A seasoned professional who automatically puts all young
employees into this category misses out on the opportunity to use the
generation gap to the company's advantage. Karsh notes that a diverse
mixture of young and senior professionals allows employers to draw
upon the past and present to create better client presentations, ad
campaigns and team synergy.
Implement Equalization Programs and Education
It's crucial to workplace success that equalization is peppered

throughout all departments, business initiatives and company policies.
To start, have a written equalization policy, and give a copy to
employees. Conduct sensitivity training and workshops for all employees.
Participating in community outreach opportunities helps educate
employees on equalization. A 1997 study conducted by Harvard University
Professor James E. Austin shows that companies that participate in
philanthropic opportunities broaden the perspectives of employees and
end up having a recruitment advantage.
Hire Based on Skill
Employers should always hire capable candidates based on skill and

qualifications rather than looks and appearances. In doing this, a
company ends up with a diverse workplace and can better capture and
retain clients on a global scale. "People like to feel a connection and
an appreciation for another person's culture and experiences," Karsh
says. A client from Japan will connect with a sales rep who speaks
Japanese, and a disabled veteran will forge connections with a client
in the health care industry. Only hiring men, people under age 40 or
attractive females, for example, narrows the qualified candidate pool.
This means the company generates fewer diverse opinions and creative
ideas and, ultimately, has a smaller multicultural client base.
WORKPLACE EQUALIZATION ACTION PLAN
I am pleased to present the Local Government Unit of Maria Aurora.

“Workplace Equalization Plan and Action Plan”.
The strategy sets out our formal commitment to a workplace culture

that builds respect, fosters inclusiveness, promotes equalization and
embraces the unique skills and qualities of all our employees. The
strategy will be supported by an annual action plan which outlines how
the objectives and priorities of the strategy will be achieved. The
action plan lists success indicators that will be reported on and, as
appropriate, revised annually to measure our progress.
The equalization of our staff is one of our greatest assets.

Examples of equalization can include religious beliefs, caring
responsibilities, age, sexual orientation, gender, cultural background,
disability, education and language. By having a diverse workplace we
will benefit from rich and challenging opportunities and experiences and
better reflect the communities and businesses we serve.
When it comes to workplace equalization and inclusion we must remain

focused upon driving change within our department and beyond.
Understanding our equalization and elevating our words into positive
behaviors and action is an essential part of our department's working
environment. By successfully implementing and annually reviewing the
plan, we will continue to build and foster a confident work environment
with increased productivity, creativity, innovation, knowledge and
expertise.
I encourage you to not only read the Equalization Strategy and

action plans, but to think about how you can best apply its principles
and support its implementation in your workplace. Please discuss with
your teams how you can contribute to building and fostering a diverse
and inclusive workplace culture.
REFERENCES
Blommaert,J.andJ. Verschueren (1998).Debating

Equalization: Analysing the Discourse Crockett, Joan. "Equalization as
a Business Strategy." Management Review, May 1999, 62.
Mark S. Philip L and Adrian T (2003) Research Methods for business

students (3rd edn), FT Prentice Hall financial times
Nkomo, S. and T. Cox Jr (1996). ‘Diverse Identities in Organisations’.

In: S. R. Clegg et al. (eds), The Handbook of Organization Studies, p.
338-356. Sage, London.
O’Leary, A. (2004). The Essential Guide to Doing Research. London: SAGE

Publications. Robin, C. (2002) Real World Research (2nd edn), Oxford,
Blackwell
Kreitner, R & Kinicki, A, 2001, Organizational Behaviour: 5th Edition,

New York: McGraw-Hill.
Devoe, Deborah. (1999). Managing a diverse workforce. San Mateo, CA:

InfoWorld Me dia Group.
Digh, Patricia. "Coming to Terms with Equalization." HR Magazine 43, no.

12 (November 1998): 117-20.
Ashton 2010, the dimensions of equalization. 18 May 2010. Ashton Fourie:

Blog. http://ashtonfourie.com/blog1/2010/05/18/the-dimensions-of-
equalization/ (Accessed on 5 November 2012)
Hemispherelnc. "Equalization: The Bottom Line. Part 1: Building a

Competitive Workforce" (special advertising section). Forbes, 3 May
1999.
Globalisation and business 2013

http://www.tutor2u.net/business/external/globalisation_effects.htm
(Accessed on 6th November 2012)
Coleman, J. 2013, Harvard business review. 6 may 2013. John Coleman:

Blog. http://blogs.hbr.org/cs/2013/05/six_components_of_culture.html
Accessed 31 may 2013)
DOCUMENTATION
ALTERNATIVE POSSIBLE SOLUTION
QUESTIONNAIRE on
WORKPLACE EQUALIZATION ON ORGANIZATION: A CASE STUDY ON LOCAL
GOVERNMNENT UNIT OF MARIA AURORA
YES NO
2. Is it your workplace allow all employees to celebrate holidays
appropriately?
YES NO
3. Is it your workplace have a diversity and/or equal opportunities

policy in place?
YES NO
4. Will it provide equipment in your workplace to make all areas

accessible to people of all abilities?
YES NO
5. In your workplace make the employees aware of equal opportunity

policies and provisions?
YES NO

discrimination?
YES NO
7. In your workplace does it have recruitment procedures that

encourage equalization?
YES NO

YES NO
9. Will your workplace encourage all employees to attend events about

equalization awareness?
YES NO
10. Does your workplace have a Diversity Officer or another employee

with special knowledge of diversity?
YES NO
October 9, 2018
Dear Sir/Madam:
May we request to your good office to allow us to conduct a survey among

the employees of Local Government Unit of Maria Aurora. This is in view
of my case study, entitled, “THE IMPACT OF WORKPLACE EQUALIZATION ON
ORGANIZATIONS: A STUDY OF LOCAL GOVERNMENT UNIT OF MARIA AURORA”.
The survey would last only about less than 5 minutes and would be arranged
at a time convenient to the employees’ schedule (e.g. during break).
Participation in the survey is entirely voluntary and there are no known
or anticipated risks to participation in this study. All information
provided will be kept in outmost confidentiality and would be used only
for academic purposes. The names of the respondents and the name of your
department will not appear in any study or publications resulting from
this study unless agreed to.
If you agree, kindly sign below acknowledging your consent and permission
for me to conduct this study/survey at Local Government Unit of Maria
Aurora. Your approval to conduct this study will be greatly appreciated.
Thank you in advance for your interest and assistance with this research.
Your approval to conduct this study will be greatly appreciated. Thank

you in advance for your interest and assistance with this research.
Sincerely yours,
FREDDIE N. DELFIN
Student Noted by:
Clifford N. Cagbay
Case Study Adviser
Approved: __________________________ ____________

Printed Name and Signature Date
QUESTIONNAIRE on
THE IMPACT OF WORKPLACE EQUALIZATION IN ORGANIZATION
Name:__________________ Department:_______________
Age:__________ Designation:______________
 (Please answer the questions by a tick mark). I also assure that

the details of the questionnairewill not be used for any external
purpose

YES NO
2. Is it your workplace allow all employees to celebrate holidays
appropriately?
YES NO
3. Is it your workplace have a equalization and/or equal

opportunities policy in place?
YES NO
4. Will it provide equipment in your workplace to make all areas

accessible to people of all abilities?
YES NO
5. In your workplace make the employees aware of equal opportunity

policies and provisions?
YES NO

discrimination?
YES NO
7. In your workplace does it have recruitment procedures that

encourage equalization?
YES NO

YES NO
9. Will your workplace encourage all employees to attend events

about equalization awareness?
YES NO
10. Does your workplace have a Equalization Officer or another

employee with special knowledge of equalization?
YES NO

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WESLEYAN UNIVERSITY-PHILIPPINES

MARIA AURORA, AURORA

THE IMPACT OF WORKPLACE EQUALIZATION

In Partial Fulfillment of the Requirements for the

I would like to sincerely than" my case study adviser, Mr. Clifford N.

To all my friends, thank you for your understanding and encouragement

Thank you, Lord, for always being there for me.

This analysis is only a beginning of my journey.

I dedicate my dissertation work to my family and many friends. A special

AUTHOR: FREDDIE DELFIN

The subject matter of this paper is workplace equalization. The study

II. VIEW POINT…………………………………………………………………………………………………………………………2

III. MAJOR PROBLEM…………………………………………………………………………………………………………………3

IV. SPECIFIC PROBLEM…………………………………………………………………………………………………………4

V. ALTERNATIVE POSSIBLE SOLUTION………………………………………………………………………5

VI. FACTS OF THE CASE………………………………………………………………………………………………………6

VIII. PLANS OR ACTIONS…………………………………………………………………………………………………………8

IX. DEFINITION OF TERMS…………………………………………………………………………………………………9

Equalization can generally be defined as recognizing,

Equalization can be classified into two dimensions. The primary

Most organizations in their own perspective, adopt equalization

Promoting and supporting equalization in the workplace is an

This study explores what equalization and inclusion means in the

A common misconception is that the phrase "workplace equalization"

Respect in the Workplace

The key component in achieving a favorably diversified workplace

When prejudice, racism, discrimination and a lack of respect creep

Ethnic and Cultural Differences

Sadly, some individuals harbor unfair prejudices against people of

Harassment can sometimes be an issue in a diversified work

Even when no prejudice exits among employees, a diversified

In larger diversified corporations, staffs are often made up of

Unfortunately, workers who are mentally or physically handicapped

Equalization training and practices are not just a course or exam

The rationale behind this research is to examine the different ways

1. Does your workplace employ a diverse range of people?

2. Does your workplace allow all employees to celebrate holidays

3. In your workplace does it have a equalization and/or equal

4. Do your workplace provide equipment to make all areas accessible to

5. Does your workplace make employees aware of equal opportunity policies

6. Does your workplace have procedures in place for reporting

7. Did your workplace have recruitment procedures that encourage

8. Does your workplace host seminars on equalization awareness?

9. Is it your workplace encourage all employees to attend events about

10. In your workplace have an Equalization Officer or another employee

I. ILLUSTRATION OF THE PERCENTAGE OF EACH QUESTION

EXPLANATION OF EACH QUESTION

To the question number 1, that no one has employ a diverse range

To the question number 2, that all employees allow to celebrate

To the question number 3, 1 out of 10 does have a equalization

To the question number 5, The graph shows that all employee is

To the question number 6, The company has procedure in reporting

To the question number 8, The survey shows that a split decision

To the question number 10, 2 out of 10 says, The Human Reaources

A diverse workplace is important to individual and company

Follow the Law

"Millennials are often seen by the baby boomer generation as

It's crucial to workplace success that equalization is peppered

Hire Based on Skill

Employers should always hire capable candidates based on skill and

I am pleased to present the Local Government Unit of Maria Aurora.

The strategy sets out our formal commitment to a workplace culture

The equalization of our staff is one of our greatest assets.

Approved: ______________