Issues in Today's Workforce Culture
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Issues in Today's Workforce Culture
The issues discussed in this chapter still exist in today's workplace culture for various reasons. Lack of diversity is one of the main reasons these problems continue in today's workplace culture. This lack of diversity can be observed in a variety of ways, including the underrepresentation of women and minorities in leadership roles, the absence of diversity in the workforce as a whole, and a lack of knowledge or understanding of the requirements of employees from different backgrounds(Nkomo et al., 2019; Wingfield & Chavez, 2020). Additionally, a lack of diversity may make minority group employees feel excluded and alone, which may serve to exacerbate these problems.
Another reason why the problems in this chapter still exist is the gig economy. The phrase "gig economy" refers to a labor market where temporary or freelance work is more common than permanent employment(Bates et al., 2019). Because it gives employees more flexibility and independence, the gig economy is becoming more and more popular. Nevertheless, it can also cause a sense of alienation and detachment from coworkers. The gig economy can also make it challenging for workers to grow in their careers since they often change employers. The problems in this chapter may become worse as a result, which can cause irritation and resentment.
Another factor contributing to the persistence of the problems in this chapter is the tendency of workers to feel overworked and underappreciated (Nobles, 2022). Employees in today's employment increasingly feel they are putting in more hours than ever before without receiving adequate pay. That can result in annoyance and animosity, exacerbating this chapter's problems. The absence of policies and procedures to deal with these problems in today's workplace culture is another factor contributing to their persistence (snook, 2021). This lack of rules and procedures can be observed in various ways, such as the absence of explicit regulations against sexual harassment and discrimination, the lack of training for managers and workers to understand these policies, and the lack of enforcement of these policies. Additionally, the absence of regulations and procedures might make employees who encounter these problems feel helpless since they may believe there is no one to turn to for assistance.
Another factor contributing to the persistence of the problems discussed in this chapter in contemporary culture is the globalization of the workforce. The workforce is getting more diversified as more companies expand their global operations (Tamunomiebi & John-Eke, 2020). This variety may cause miscommunications and conflicts amongst workers from various backgrounds. The problems discussed in this chapter may worsen when workers cannot trust and establish connections with their coworkers.
Finally, a culture of silence that frequently prevents employees from raising these issues for fear of reprisal contributes to these problems (Prasad, 2018). There are several ways in which this culture of silence can be observed, including fear of losing one's job, worry of being put on a blocklist for future employment, and fear of being shunned by coworkers. Employees who encounter these problems frequently feel powerless due to this culture of silence since they may believe that no one will aid them. Additionally, some problems could be structural or systemic, which means they are hard to address since they are ingrained in how companies function (Gould, 2018). For instance, how job descriptions are written could support gender prejudice, or how performance reviews are done might provide an advantage to those more outgoing.
References
Bates, O., Remy, C., Nash, C., & Kirman, B. (2019). The future of techno-disruption in gig economy workforces: challenging the dialogue with fictional abstracts. Proceedings of the Halfway to the Future Symposium 2019. https://doi.org/10.1145/3363384.3363476
Gould, C. C. (2018). Solidarity and the problem of structural injustice in healthcare. Bioethics, 32(9), 541–552. https://doi.org/10.1111/bioe.12474
Nkomo, S. M., Bell, M. P., Roberts, L. M., Joshi, A., & Thatcher, S. M. B. (2019). Diversity at a Critical Juncture: New Theories for a Complex Phenomenon. Academy of Management Review, 44(3), 498–517. https://doi.org/10.5465/amr.2019.0103
Nobles, C. (2022). Stress, Burnout, and Security Fatigue in Cybersecurity: A Human Factors Problem. HOLISTICA – Journal of Business and Public Administration, 13(1), 49–72. https://doi.org/10.2478/hjbpa-2022-0003
Prasad, V. (2018). If Anyone Is Listening, #MeToo: Breaking the Culture of Silence around Sexual Abuse through Regulating Non-disclosure Agreements and Secret Settlements. Boston College Law Review, 59, 2507. https://heinonline.org/HOL/LandingPage?handle=hein.journals/bclr59&div=67&id=&page=
snook. (2021, August 5). Policies and Procedures in the Workplace: The Ultimate Guide [2021]. I-Sight. https://www.i-sight.com/resources/policies-and-procedures-in-the-workplace-the-ultimate-guide/
Tamunomiebi, M. D., & John-Eke, E. C. (2020). Workplace Diversity: Emerging Issues in Contemporary Reviews. International Journal of Academic Research in Business and Social Sciences, 10(2). https://doi.org/10.6007/ijarbss/v10-i2/6926
Wingfield, A. H., & Chavez, K. (2020). Getting In, Getting Hired, Getting Sideways Looks: Organizational Hierarchy and Perceptions of Racial Discrimination. American Sociological Review, 85(1), 31–57. https://doi.org/10.1177/0003122419894335