DIVERSITY DILEMMAS 1

Diversity Dilemmas

Student’s Name

Institution Affiliation

Date
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Diversity Dilemmas

Case scenario 1: Employees acquire promotions due to their work performances, among

other general practices within the work premises. The managing team has the role of examining a

person thoroughly before making such promotion recommendations. In this scenario, Aimee has

proven herself as a hardworking, dedicated, and committed employee due to the extra hours she

takes at work. Female employees tend to work less during the pregnancy period, which is the

opposite of Aimee. Her hard work deserves the promotion (Lindsay et al., 2018). Moreover, she

has earned the chance to reduce her workload during her breastfeeding period until the period is

over. Moreover, it is right for the managers to evaluate her work during such periods to ensure

they have the right scope and performance in different situations, which gives them a clear

understanding of whether to recommend her for the promotion. Her working records should be

the determinants of her next work position.

Case Scenario 2: When sending an employee to a new location or place of work,

companies check their qualifications. However, some aspects might influence their choice of

suitable candidates, like personal responsibilities. Apart from work qualifications, Jack might

have more pressure and decisions to make before moving to Mexico than John due to his family.

Having a family might limit people from swift relocation since there is a need for health,

education, and general care plans, among other family practices. Therefore, I would choose John

if he fits the qualifications. Moreover, being single gives him a chance to new life and ease in

settling in another location in terms of accommodation, care plans, and family needs.

Case Scenario 3: The manager is entitled to investigate an employee before making

decisions concerning them. For instance, if the religious concerns are absent on the worker's
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records, the manager has the right to verify the employee's intentions before guaranteeing him

off days. Such practices are essential in unraveling the employee's sincerity which is a vital

virtue. However, employers have the right to attend religious matters since workplaces

encourage cultural diversity and respect (Chidiac, 2018). Such details should not be missing

during employment since they are crucial and require clarity and alerting managers upon

commencing their work to find a replacement or cover up employees on their absent day.

Therefore, I think it is right for the manager to investigate for clarity.

Case Scenario 4: A medical emergency is a genuine action that employees are entitled to

at workstations. It’s not disrespectful for victims to take private time to relax solving health

issues. Human resource managers under an organization have the role of securing a health care

plan for their employees under such circumstances. Therefore, permission to take a nap reflects

the organizational ethos where employers take care of employees. Allowing the worker to rest is

a sign of helping and should be understood by others without getting annoyed or raising

concerns. Anybody can get into such a situation and expect fair treatment or help recover,

including the management team (Antomi et al., 2020).

Case Scenario 5: It is understandable for the department manager to be torn between

employing candidates with six months or 30 years of experience. However, making assumptions

of the 30 years quitting job after a certain period sounds unrealistic since it is not revealed the

reason for their quitting in previous work stations. On the other hand, with 30 years, an employee

is more experienced than six months, hence offering the company better performances. They can

learn various skills and teach recruits in the company as an added advantage. Therefore, I believe

employing the 30-year experienced candidate is more beneficial and realistic considering the

situation and should be awarded the position if they are the most suitable candidate.
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References

Antoni, A., Reinecke, J., & Fotaki, M. (2020). Caring or not caring for coworkers? An empirical

exploration of the dilemma of care allocation in the workplace. Business Ethics

Quarterly, 30(4), 447-485.

Chidiac, E. (2018). Strategic management of diversity in the workplace: A comparative study of

the United States, Canada, United Kingdom, and Australia. Routledge.

Lindsay, S., Jack, G., & Ambrosini, V. (2018). A critical diversity framework to better educate

students about strategy implementation. Academy of Management Learning &

Education, 17(3), 241-258.