Equal Opportunity In Australia

Issues of Equal Opportunity (EO) in employment have been dealt with in varying ways throughout Australia’s history. This paper will discuss the meaning of EO, and how the terms ‘equity’ and ‘equality’ are an important aspect of understanding how EO can be interpreted differently within the workplace. This discussion will also include the theories behind equality, such as the liberal view, and the radical view of equality, the paper will then go on to discuss the merits and criticisms of some of the legislative approaches implemented in an attempt to achieve EO in employment. The argument will be presented that while legislation such as Affirmative Action (AA) and anti-discrimination laws have had their pitfalls, they have also had merit in
According to a EOWA report (EOWA, 2006b.) the legislation of the Equal Opportunity for Women in the Workplace Act 1999 required organisations with more than 100 employees to report on an annual basis as to evaluate programs they are implementing in order to achieve gender equality in the workplace, and evaluating the effectiveness of the programs and actions they have undertaken to do so. It can be argued that the EOWA Act 1999 has had a minimal impact in relation to achieving EO in employment. This evaluation is reinforced by Strachan et al (2004) who argue that the EOWA Act(1999) has lessened the role of senior management in achieving EEO, as the Affirmative Action Act (1986), legislation prior to the EOWA Act (1999) stipulated that a member of senior staff was required to ensure the goals and targets of the AA program were met, therefore showing that support for AA was demonstrated at a senior level and therefore adequate resources were provided in order to achieve the goals of the AA program, and ultimately provide an effective means in achieving EO in employment (Strachan et al 2004). So the major criticism of the current EOWA Act of 1999 is that the requirement of senior management being required to ensure the goals of the particular AA program were achieved is no longer the case, therefore resources may not be adequately provided to truly see the intended
One of the major arguments supporting the implementation of managing diversity programs aimed at achieving EO in employment, and that of the business case. The business case in simple terms is utilising the diversity in an organisations workforce to gain competitive advantage. This notion is reinforced by Strachan et al (2007) which argues MD programs have the ability to increase the chance to attract a wider range of talented employees in a competitive job market, reduce staff turnover, reduce absenteeism, enhanced staff motivation resulting in increased productivity therefore playing a major role in providing a competitive edge for the organisation. This argument is reinforced by Illes (1995) who also argues that MD approach plays a major role in reducing turnover, absenteeism and improves customer service and sales to minority groups (Iles 1995). In terms of providing equality in the workplace, it is argued that to ensure MD initiatives achieve EO within the workplace, it is important that the MD program changes the organisations philosophy and culture to help achieve EO for minorities and women in the workplace. This argument is reinforced by Mighty (1991, p.67) who states that” managing diversity approaches should be a broad organisational change effort that involves changing individuals attitudes and