Critically evaluate organizational approaches to managing equality and diversity.’

Critically evaluate organizational approaches to managing equality and diversity.’
A critical understanding of the key concepts of equality and diversity and an awareness of the legal context and its limitations in UK
In order to critique the subject you need to argue;
The moral case
There is a strong moral case for organisations to excel in their equality and diversity practices. An inclusive society where everyone is treated with dignity and respect would be a society with less conflict and insecurity. A society where diversity is celebrated would encourage active participation from all, where everyone would demonstrate their social and moral responsibility from a basis of shared values.
The third sector is made up of many different types of organisations that have different missions and aims. However, one thing that unites all organisations is that they take pride and publicise themselves on the basis that they want to make society a better place for everyone to live. Society cannot improve while people are treated unfairly because of their race, gender, sexual orientation, age, religion or belief, or because they are disabled.
A specific diversity focus that sets out to achieve equality of outcomes can help all organisations to engage with communities that they have had little or no impact on before. Excellence in diversity gives organisations the means to meet and exceed social obligations. Meeting these demands will not only benefit organisations but will also help develop greater social cohesion, tolerance, stability and prosperity in the wider society.
The business case
There is also an excellent business case for any organisation to seek to excel in its equality policies and practice. The following are examples why:
An organisation is more likely to attract people from a wider pool of talent if it is explicit in its commitment to diversity and is demonstrating this through how it operates.
Staff and volunteers are more likely to perform well, feel motivated and committed and therefore be retained if they feel valued and respected in their working environment.
Similarly, people are more likely to use the services provided by a third sector organisation if they believe that they will be treated with dignity and respect.
Good equality and diversity practice avoids wasting resources by providing services that people do not want or need or are inappropriate.
Public bodies are increasingly awarding contracts to private companies and third sector organisations to deliver public services. Their procurement teams should require good diversity and equality practice in the organisation they commission. By excelling in their diversity and equality practices and policies third sector providers may stand a better chance of securing contracts.
An organisation demonstrating good equality and diversity practice is also attractive to other funders driven by social values of inclusiveness.
The Women in Work Commission estimates that removing barriers to women working in occupations traditionally done by men, and increasing women’s participation in the labour market, could be worth between £15 billion and £23 billion or 1.3 to 2.0 per cent of GDP.2
The legal case
It is unlawful for organisations to discriminate on the grounds of gender, gender identity, race, religion and belief, sexual orientation and disability in employment and training and in the provision of goods, facilities and services, except in very limited circumstances. Protection from discrimination on the grounds of age currently covers employment only and does not yet cover the provision of goods, facilities or services but will change under the current proposals in the new Equality Bill. Some third sector organisations may also have a positive duty to promote gender, disability and race equality.
It makes sense therefore for organisations to implement best practice to ensure that they are compliant with existing legislation.
The costs associated with bad practice on equality far outweigh the costs of implementing good practice. Research by the Chartered Institute of Personnel and Development (CIPD) shows that the average cost to an employer associated with an employee successfully bringing a case to an employment tribunal is £7,484, not including managers’ time, and an Employment Tribunal case takes an average of 16.4 days to prepare.3
There is no limit on the amount of compensation that an Employment Tribunal can award to claimants in cases of race, disability and sex discrimination. However, the figures below give a good indication of how much a case could cost an organisation. In 2006-2007, the maximum compensation awarded by an Employment Tribunal for disability discrimination was £138,648 and the average award was £15,059; in race discrimination cases, the maximum compensation award was £123,898 and the average award was £14,049; and in sex discrimination cases, the maximum compensation awarded was £64,862 and the average award was £10,052.4