Issues with hostile work environments and pay equity

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Reference no: EM132233738

For this discussion forum, please think about the issues and then write two or three paragraphs with emphasis on what you think can or should be done. Do you agree or disagree and why; implications for managers, if any; and remedies where appropriate, etc. Please do not write more than about a half page (if that).

After a bit of time (a day or two) has passed, go back and respond to only one other person's post. Go beyond "I agree" or "that is my opinion as well" types of replies. That is, try and offer something with more depth but please maintain a professional approach in however you respond. Please identify to whom it is you are posting a comment. Also, on this one, I am asking that you reply as if you AGREE with the issues (background) raised - (if you don't - you can include a short addendum stating your position if you wish). Next is some backgroundbefore I actually pose the question;

In today's workplace, there are issues with hostile work environments; drug and alcohol use during work hours; sexual harassment issues; pay equity; violence in the workplace and so forth. And, as a result (in part), the posture of today's workplace has grown more rigid in many ways to counter some of the aforementioned issues. Correspondingly (or coincidentally) there seems to be a more "anything goes" environment outside the workplace characterized by less civility, more violence, greater acceptance of drug and alcohol use, more overt displays of sexual expression, etc. And, by the way, one issue that it seems is in tumult everywhere is freedom of speech. In other words, there seems to be a disconnect (and I hate that word) between workplace and non-workplace behavior and/or appropriate behavioral norms. So, the question is:

In today's workplace, are managers caught in the middle between the influence(s) of changing societal norms (the outside) on the one hand and the more restrictive work place behavioral norms (the inside) on the other and, if so, what, if anything can and/or should managers do to reconcile this apparent paradox (if it does, indeed, exist)?

Reference no: EM132233738

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