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Anti-Discriminatory Culture at the Workplace

First, in an attempt to reduce prejudice, formulating and embracing a company’s culture of tolerance and well behaviour among the different workers could limit the extent to which prejudice is exercised. Restructuring the organisation to be in line with the community will reduce the way in which individual workers perpetuate prejudice (Goleman 2004, p. 84). All workers should obey the company culture, rules and perform their duties in accordance with the stipulated behavioural setting in the organisation. The law is binding, and when strictly followed, there will be no party to assume superiority among the other workers (Goleman 2004, p. 87). There will be mechanisms to channel complaints and solve the various that the aggrieved party would present. The law also limits the over-exercise of individual freedom, privileges and superiority.

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Second, since an organisation is made of people from different diversities, defining the dangers associated with discriminating the people based on their gender, social status, race, tribe, and position of authority can also help the organisation reduce the extent to which an individual employee or manager would perpetuate prejudice while performing his/her duties (Northouse 2006, p. 40). Therefore, one should consider the individual attributes and accord everyone fair treatment regardless of affiliation. Notably, discriminatory practices reduce one’s average performance and esteem. In fact, discrimination comes as a result of prejudice that the officeholder may have due to the powers, which the position accords him or her, thus denying other people equal opportunity to exercise their duties for their individual benefit and those of the organisation (Evans & Lindsay 2007, p. 69). This means that if the occupant decides to misuse this position, he or she might discriminate other people in the organisation. Therefore, interfering with the relationship between the bosses and their subjects could be detrimental to the company (Robbins & Judge 2008, p. 24).

Third, a person holding a position in a company or a worker should maintain ethics during the articulation of his or her duties to reduce prejudice in the workplace. Ethical behaviour and practice in the workplace will ensure that the person carries out his or her duties diligently and morally. A moral person cannot perpetuate prejudice against his/her fellow workers despite being at a higher rank than the other person (Bennis & Thomas 2002, p. 7). Comprehensive understanding of other people, even if they are from a lower rank, assists in establishing a person’s preferences (Badaracco 1998, p. 5). For example, in his immediate reaction when his father and mother were honourably distinguished, Lewis was touched and decided to behave morally at his workplace that created a sense of personality so that he could be able to receive distinct recognition (Badaracco 1998, p. 1).


Badaracco, J 1998, “The Discipline of Building Character”, Harvard Business Review, March, pp. 1-12.

Bennis, W &Thomas, R 2002, “Crucibles of Leadership”, Harvard Business Review, pp. 1-9.

Evans, J & Lindsay, W 2007, Managing for Quality and Performance Excellence, Thomson South-Western, New York.

Goleman, D 2004, “Leadership that Gets Results”, Harvard Business Review, pp. 80-90.

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Northouse, P 2006, Leadership: Theory and Practice, Sage Publications, London.

Robbins, S & Judge, T 2008, Organisational Behavior (13th Ed), Pearson Education, New York.

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