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Abstract
The main mission of any organization is for its workers to perform well for the organization to get more profit and grow whilst the primary mission of any employee is to get the opportunity in the firm they are working so that their suggestions and the knowledge they have about their experiences at the workplace will be accepted and acted upon. Equal opportunities in the workplace contribute positively to employee performance when employees feel treated fairly. It enhances morale, engagement, and positivity. Additionally, diverse teams often bring varied perspectives, fostering creativity and problem-solving. Research indicates that an inclusive environment leads to higher job satisfaction and lower turnover rates, ultimately benefiting overall organizational performance. Equal opportunities lead to professional growth, skill development, and career advancement which form the cornerstone of organization dynamics. The programs, mentorship, and diverse roles shape employees' capabilities and aspirations. This review examines the organizational structures and policies that foster or hinder equal opportunities, emphasizing the pivotal role of understanding the intricate relationship between employee opportunity and organizing job performance as well as providing insights into fostering a thriving adaptable workforce.
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This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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- Khan, M. (2012). The impact of training and motivation on performance of employees, Business Review, 7 (2), 84-95.
- Kochan, T., Bezurokova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K. & Thomas, D. (2003). The effect of diversity research on business performance. Human Resource Management, 42 (1), 3-21.
- Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people. Academy of Management Perceptive, 19 (4), 13-24
- Van der Heyden, C.C. (2013). Employee perception of employment equity fairness within a mining Boxall, P. and Purcell, J. (2011), Strategy and human resource management, Palgrave Macmillan, Basingstoke.
- FBA, S.F. (2011). Discrimination law. OUP Oxford.
- Gamage, A.S. (2014). Recruitment and selection pratices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1, 37-52
- Kadushin, A., & Harkness, D. (2014). Supervision in social work. Columbia University Press.
- Ofori, D., & Aryeetey, M. (2011). Recruitment and selection practices in small and medium enterprises: Perspective from Ghana School of Business Administration, 2 (3), 45.
- Pe’ ortin, V., & Robinson, A. (2000). Employee participation and equal opportunities pratices: Productivity effect and potential complemntaritities. British Journal of Industrial Relations, 38 (4), 557-583.
- Wu, X., & Wang, C. (2008). The impact of organization justice on employees’ pay satisfaction, work attitude and performance in Chinese hotels. Journal of Human Resources in Hospitality & Tourism, 7 (2), 181-195.
- Cynthia D Fisher, (2010). International journal of management reviews 12(4), 384-412.
- Llinitch et al (1996). A special-purpose Taxonomy of Corporate social performance concepts. Accounting and the Public Interest, 1 (1), 42-72
- Ali Ahmed et al., Organisational democracy and employee outcomes: The mediating role of Organisational Justice. Business Strategy & Development, 2 (3), 204-219,2019.
- K., Jehanzeb, N A Bashir. Training and Development program and its benefits to employee and Organization: A conceptual study European Journal of business and management 5(2), 2013.
- Sanchez & Brook (1996). Effects of perceived discrimination on job satisfaction, organizational commitment, organizational citizenship behavior and grievances. Human Resource Development Quarterly, 12 (1), 53-72.
- Garrison & McCormick (1990). Job satisfaction among police constable: A comparative study in three developing nations. Justice Quarterly, 14 (2), 295-323.
- Eric Levitz, (2008). Equality of opportunity and Antitrust: The Curious Case of college Rankings. Journal of Competition Law & Economics, 17 (4), 903-946.
- Garvan et al. (2001). Emotion in the workplace: the new challenges for managers. Academy of Management Perspective, 16 (1), 76-86.
- Stijn et al. (2009). Equal opportunities and ethnic inequality in European labor market. Discrimination, gender and policies of diversity. Amsterdam press 2009.
- IJASOS- international E- journal of Advance in Social Science, vol-V, issue 14, August 2019.
- Da Cruz Carvalho, A., Riana, I. G & Soares, A.D.C(2020). Motivation on Job satisfaction and employee performance. International Research Journal of Management, IT and Social Sciences, 7 (5), 13-23.
- Purwants, A., Purba, J.T., Bernarto, I., & Sijabat, R. (2021). Effects of management Innovation, Transformational leadership and knowledge sharingbon market performance of Indonesian consumer Goods company. Journal of Applied Management (JAM).
- Motowidlo, S.J., Packard, J.S., & Manning, M.R. (1986). Occupational stress: its causes and consequences for job performance. Journal of Applied Psychology. 71 (4), 618.
- Lips, H.M. (2013). The gender pay gap: Challenging the rationalizations. Perceived equity, discrimination, and the limits of human capital models. Sex Roles, 68, 169-185.
- Waiswa, F. (2018). A critical analysis of the role and impact of the equal opportunities commission in Uganda.
- Bagilhole, B. (2009). Understanding equal opportunities and diversity: The social differentiations and intersections of inequality. Policy Press.
- Konrad, A.M., & Linnehan, F. (1995). Formalized HRM structures: coordinating equal employment opportunity or concealing organizational practices? Academy of Management Journal, 38 (3), 787-820.
References
Philosophy dictionary of arguments. Anthony Giddens on Equality- Dictionary of Arguments. (n.d). retrieved November 16, 2021
Khan, M. (2012). The impact of training and motivation on performance of employees, Business Review, 7 (2), 84-95.
Kochan, T., Bezurokova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K. & Thomas, D. (2003). The effect of diversity research on business performance. Human Resource Management, 42 (1), 3-21.
Pfeffer, J. (2005). Producing sustainable competitive advantage through the effective management of people. Academy of Management Perceptive, 19 (4), 13-24
Van der Heyden, C.C. (2013). Employee perception of employment equity fairness within a mining Boxall, P. and Purcell, J. (2011), Strategy and human resource management, Palgrave Macmillan, Basingstoke.
FBA, S.F. (2011). Discrimination law. OUP Oxford.
Gamage, A.S. (2014). Recruitment and selection pratices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, 1, 37-52
Kadushin, A., & Harkness, D. (2014). Supervision in social work. Columbia University Press.
Ofori, D., & Aryeetey, M. (2011). Recruitment and selection practices in small and medium enterprises: Perspective from Ghana School of Business Administration, 2 (3), 45.
Pe’ ortin, V., & Robinson, A. (2000). Employee participation and equal opportunities pratices: Productivity effect and potential complemntaritities. British Journal of Industrial Relations, 38 (4), 557-583.
Wu, X., & Wang, C. (2008). The impact of organization justice on employees’ pay satisfaction, work attitude and performance in Chinese hotels. Journal of Human Resources in Hospitality & Tourism, 7 (2), 181-195.
Cynthia D Fisher, (2010). International journal of management reviews 12(4), 384-412.
Llinitch et al (1996). A special-purpose Taxonomy of Corporate social performance concepts. Accounting and the Public Interest, 1 (1), 42-72
Ali Ahmed et al., Organisational democracy and employee outcomes: The mediating role of Organisational Justice. Business Strategy & Development, 2 (3), 204-219,2019.
K., Jehanzeb, N A Bashir. Training and Development program and its benefits to employee and Organization: A conceptual study European Journal of business and management 5(2), 2013.
Sanchez & Brook (1996). Effects of perceived discrimination on job satisfaction, organizational commitment, organizational citizenship behavior and grievances. Human Resource Development Quarterly, 12 (1), 53-72.
Garrison & McCormick (1990). Job satisfaction among police constable: A comparative study in three developing nations. Justice Quarterly, 14 (2), 295-323.
Eric Levitz, (2008). Equality of opportunity and Antitrust: The Curious Case of college Rankings. Journal of Competition Law & Economics, 17 (4), 903-946.
Garvan et al. (2001). Emotion in the workplace: the new challenges for managers. Academy of Management Perspective, 16 (1), 76-86.
Stijn et al. (2009). Equal opportunities and ethnic inequality in European labor market. Discrimination, gender and policies of diversity. Amsterdam press 2009.
IJASOS- international E- journal of Advance in Social Science, vol-V, issue 14, August 2019.
Da Cruz Carvalho, A., Riana, I. G & Soares, A.D.C(2020). Motivation on Job satisfaction and employee performance. International Research Journal of Management, IT and Social Sciences, 7 (5), 13-23.
Purwants, A., Purba, J.T., Bernarto, I., & Sijabat, R. (2021). Effects of management Innovation, Transformational leadership and knowledge sharingbon market performance of Indonesian consumer Goods company. Journal of Applied Management (JAM).
Motowidlo, S.J., Packard, J.S., & Manning, M.R. (1986). Occupational stress: its causes and consequences for job performance. Journal of Applied Psychology. 71 (4), 618.
Lips, H.M. (2013). The gender pay gap: Challenging the rationalizations. Perceived equity, discrimination, and the limits of human capital models. Sex Roles, 68, 169-185.
Waiswa, F. (2018). A critical analysis of the role and impact of the equal opportunities commission in Uganda.
Bagilhole, B. (2009). Understanding equal opportunities and diversity: The social differentiations and intersections of inequality. Policy Press.
Konrad, A.M., & Linnehan, F. (1995). Formalized HRM structures: coordinating equal employment opportunity or concealing organizational practices? Academy of Management Journal, 38 (3), 787-820.