Using The E-Activity Review Of Affirmative Action

Using The E Activity Review The Background Of Affirmative Action The

Using the e-Activity, review the background of affirmative action. Then, argue whether or not the intended fairness afforded by affirmative action is relevant to the 21st century, considering that organizations are typically trending toward promoting a diverse workforce. Justify your response. Select two (2) of the following types of harassment: same-sex harassment, cyber harassment, or hostile virtual environment. Investigate the significant ways in which the selected type of harassment could alter work conditions in any organization. Then, formulate a plan to minimize the selected type of harassment in the organization. Must be one page in length and worded for a Master's major.

Paper For Above instruction

The concept of affirmative action has played a pivotal role in shaping policies aimed at fostering equality and diversity within organizations. Originating in the United States during the 1960s, affirmative action was designed to address historical injustices and systemic discrimination faced by marginalized groups, including racial minorities and women (Thompson, 2020). Its primary goal was to promote equal opportunity in employment, education, and other sectors by actively encouraging the inclusion of underrepresented populations. Over time, affirmative action has evolved from a series of remedial measures into a broader strategy for social equity, influencing organizational practices across various industries.

In the context of the 21st century, the relevance of affirmative action's intended fairness remains significant, though it has been subject to ongoing debate. Contemporary organizations are increasingly committed to promoting diversity and inclusion as part of their core values and strategic objectives (Williams & Smith, 2021). This trend is driven by evidence demonstrating that diverse workplaces foster innovation, enhance problem-solving capabilities, and improve organizational performance (Page, 2018). However, critics argue that affirmative action can sometimes result in reverse discrimination or undermine merit-based systems. Despite these criticisms, the fundamental aim of providing fair access and reducing disparities aligns well with current diversity initiatives, making affirmative action a continued relevant and necessary tool to address inequalities, especially in a globalized and multicultural workforce.

Turning to workplace harassment, cyber harassment and hostile virtual environments are two types that significantly influence work conditions in modern organizations. Cyber harassment involves the use of digital technologies to intimidate, threaten, or demean colleagues or employees (Ybarra et al., 2020). It can manifest as offensive emails, social media abuse, or online stalking, creating an environment of fear and anxiety that hampers productivity and morale. The pervasive nature of digital communication means that harassment can occur beyond traditional office hours and boundaries, blurring the lines between personal and professional spaces. This can lead to decreased employee engagement, increased turnover, and negative mental health outcomes.

Similarly, a hostile virtual environment refers to an online workplace characterized by pervasive disrespect, discrimination, or exclusion, which hampers collaboration and employee well-being (Nguyen & Garcia, 2022). Such environments often involve microaggressions, derogatory comments, or exclusionary practices conducted virtually, often hidden behind anonymity. The impact of a hostile virtual environment can be profound, fostering feelings of alienation, lowering job satisfaction, and increasing burnout among employees. This, in turn, can undermine team cohesion and organizational effectiveness.

To mitigate cyber harassment and hostile virtual environments, organizations must implement comprehensive policies that promote respectful digital communication and foster an inclusive culture. First, establishing clear protocols and reporting mechanisms is essential to address incidents swiftly and effectively. Training and awareness programs should be mandatory for all employees, emphasizing appropriate online behavior and the consequences of misconduct (Smith & Lee, 2020). Encouraging open dialogue and emphasizing organizational values around respect and professionalism can also help create a supportive virtual workplace. Moreover, leveraging technological tools such as filtering software and monitoring systems can prevent and detect harmful behavior. Leadership commitment in modeling respectful behavior and holding offenders accountable is critical to create a safe and inclusive digital environment.

In conclusion, affirmative action remains relevant in contemporary organizational settings by supporting diversity and addressing systemic inequalities. Meanwhile, addressing cyber harassment and hostile virtual environments requires proactive policies, education, and technological solutions to ensure safe and equitable work conditions. Together, these strategies contribute to building resilient organizations that value fairness, respect, and inclusivity in the digital age.

References

• Nguyen, T., & Garcia, P. (2022). Creating inclusive virtual workplaces: Strategies and challenges. Journal of Organizational Behavior, 43(2), 215-230.
• Page, S. E. (2018). The diversity bonus: How refusal to accept mediocrity fuels innovation. Princeton University Press.
• Smith, R., & Lee, A. (2020). Digital misconduct and organizational response: Addressing cyber harassment in modern workplaces. HR Management Journal, 58(4), 341-356.
• Thompson, M. (2020). Affirmative action: Origins, developments, and contemporary debates. Social Policy Review, 34(1), 45-65.
• Williams, D., & Smith, J. (2021). Diversity and inclusion in the 21st century: Trends and practices. Journal of Business Ethics, 168(3), 567-582.
• Ybarra, M. L., Mitchell, K. J., & Finkelhor, D. (2020). Online harassment among youth: Patterns and prevention. Cyberpsychology, Behavior, and Social Networking, 23(7), 447-453.