DOCSLIB.ORG

Lessons from Reporting the Gender Pay

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lessons from Reporting the Gender Pay REPORT | April 2019 Not just a number: lessons from the first year of gender pay gap reporting The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has 150,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development. Not just a number: lessons from the first year of gender pay gap reporting Report Not just a number: lessons from the first year of gender pay gap reporting Contents Introduction 2 Methodology 4 Findings 4 Conclusions 14 References 16 Appendix 17 Endnotes 18 Acknowledgements This report was written by Edward Houghton, Mel Green, and Charles Cotton at the CIPD. The authors would like to thank colleagues at the CIPD for their input and guidance, in particular Jon Boys, Claire McCartney, Katy Adalar, Helen Ablett, Robbie Hurley and Ben Willmott. 1 Not just a number: lessons from the first year of gender pay gap reporting 1 Introduction It has been acknowledged for some time that the systemic inequality that women experience in the labour market is a significant and persistent barrier which both damages the prospects and health of women, as well as limits the potential of economic prosperity. The forms this inequality takes are numerous – from sexual harassment, limited career progression and lack of opportunity in work, through to differences in pay between men and women in work. This latter inequality relating to differences in pay has caught the attention of UK policy-makers and business leaders alike, becoming an emotive signal of a continued lack of gender parity in the UK. The moral argument for reducing inequality is clear and must be paramount above all other reasons, but there are also numerous economic benefits to realising gender parity. Broad estimates show that removing gender differences in the workplace could significantly impact the UK economy. For example, McKinsey estimates that the UK could add £150 billion to annual gross domestic product by 2025 if gender parity was achieved (McKinsey 2015). And at the individual level, PwC estimate that closing the gender pay gap could boost overall female earnings by around £80 billion. This equates to an average pay rise of £5,500 per year for each working woman in the UK (PwC 2018). Unfortunately, the UK has some way to go before gender parity is achieved. OECD data shows that the UK’s gender pay gap is 16.5% for full-time employees, above the OECD average of 13.8%, and is the twenty-ninth largest of 35 OECD countries for full-time employees (OECD 2017). And while labour participation for women is high in the UK, a large proportion of this is part-time (40% of female employment). Major barriers to full- time employment include high childcare costs, which keep women in part-time work as 68% of full-time earnings for the family's second income are essentially taxed away as childcare costs (OECD 2012). In light of this the UK Government introduced new regulations in 2017 that require UK organisations to report gender differences in pay for their workforce. When doing this the Government was clear: the UK’s gender pay gap cannot be closed without meaningful action by UK business, and to better drive action organisations should have to report the size of their gender pay gap on an annual basis. Gender pay gap reporting: what is it? Gender pay gap reporting regulations came in from 5 April 2017, with organisations in Great Britain with over 250 employees required to publish a set of indicators on a government website annually, starting by 4 April 2018. Information which is published on the government portal must also be published on the organisation’s website and be available for a minimum of three years – and it must also be accompanied by a signed declaration by the organisation that the information is accurate. If organisations fail to report, the Equality and Human Rights Commission (EHRC) can investigate and take enforcement action (EHRC 2006). Gender pay gap reporting is intended to nudge employer behaviour in several ways: first, by heightening reputation risk for organisations with high gender pay gaps, to prompt critical discussion and debate within organisations about the reasons why gender pay gaps may exist and what can be done to reduce them, and to promote competition between organisations to reduce gender differences in pay. The ultimate aim of the regulations is to prompt organisations to reduce gender differences in pay by ensuring they transparently report their gender pay gap on a publicly available platform. 2 Introduction Not just a number: lessons from the first year of gender pay gap reporting Although not obligatory, the Government also expects most employers to publish a narrative explaining why the pay gap exists, and an action plan for closing it alongside their gender pay gap figures. These action plans are designed to demonstrate to stakeholders, including employees, the actions organisations are committed to, and the impact of steps they’ve been taking to close their gender pay gap. Gender pay gap reporting offers a unique opportunity for HR professionals to highlight the potential value and impact the profession can have on significant business and societal issues. Gender differences in pay represent a topic of considerable interest to many stakeholders, and one which is very much in the public eye. Many of the issues surfaced in the gender pay gap debate, for example inclusion, progression, and reward, are areas which people professionals have considerable expertise and unique knowledge. You can find out more about gender pay gap reporting by visiting the CIPD’s factsheet: www.cipd.co.uk/knowledge/fundamentals/relations/gender-pay gap-reporting/factsheet Gender pay gap reporting: illuminating idea or a simple blunt instrument? In many ways the introduction of gender pay gap reporting can be viewed as a pilot for the mandatory reporting of other workforce information. As trust has continued to decline in organisations following the financial crisis of 2008, subsequent recession and a slew of corporate governance scandals, growing pressure has been exerted on organisations to ‘show their working’ with regards to the management and treatment of the workforce. In this light the success of gender pay gap reporting could lead to improved transparency on many other forms of workforce information. However, as with most pilots, the first year of reporting has been fraught with problems, namely: • Confusing the gender pay gap with equal pay: a lack of awareness amongst the public meant that the data reported for the gender pay gap was often interpreted as evidence of different levels of pay for the same work: something which has been illegal since the 1970 Equal Pay Act. As it is illegal to pay men and women differently for jobs of the same value, the reason for pay gaps, in theory, is unlikely to be direct discrimination of women, yet this is a common narrative used to describe the issue. • Reliance on a single measure for a complex issue: a variety of factors are known to influence gender differences in pay, one of which may be discrimination within the workplace. However, this is likely not the single cause, nor in some environments may it be the largest factor creating gender differences in pay. Mandatory reporting of a set of numbers, without an appreciation of these other complex and related factors, may blind businesses and policy-makers to the real cause of disparities in pay that must also be tackled through focused action. • Increased burden on organisations to report and justify their position: some commentators note that the requirement to report is more red tape and bureaucracy to tackle an issue that simply isn’t a problem of business, and that businesses are being unfairly blamed for. This view recognises that the gender pay gap is a sign of deeper, more complex issues beyond the workplace (for example in education) that require greater attention. • Bias in the way gender pay gap data is reported: the way the Government’s online portal requests data appears to be biased: the portal asks respondents to report how women earn x% less than men, a statement which assumes discrimination (IEA 2018). 3 Introduction Not just a number: lessons from the first year of gender pay gap reporting While gender pay gap reporting has been successful in prompting large employers to publish their figures, what is important is that these employers act to reduce, where relevant, the size of their pay gaps. It is unlikely that the size of gender pay gaps will have changed significantly by the second year of reporting in 2019. In fact, by some estimates, at its current rate it will take almost a quarter of a century (24 years) to close the UK’s gender pay gap (PwC 2019). It is therefore difficult to know whether, after just one year of reporting, gender pay gap reporting is having any effect on closing the gap. It’s clear then that gender pay gap reporting in the UK is very much in its infancy. With this in mind we set about investigating gender pay gap reporting from the perspective of HR to understand their views and to find out whether or not HR practitioners are ready to realise its potential. 2 Methodology We conducted a cross-sectional survey of mid-level and senior HR professionals in February 2019. In total 731 UK-based employees working for organisations of over 250 employees responded to the survey, which was administered by YouGov through their panels of participants.
Load more

Recommended publications
  • Equality, Diversity and Inclusion Policy
    OFFICIAL Equality, Diversity and Inclusion Policy August 2020 Release 3.0 Equality, Diversity and Inclusion Policy August 2020 V3.0 1 OFFICIAL Equality, Diversity and Inclusion Policy People Services Victim Support 1 Bridge Street Derby DE1 3HZ © Victim Support All rights reserved. No part of this publication may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of Victim Support. Document History Issue Date Purpose Author/Reviewer/Authoriser July Amendments made to add 2020 document history, appendix 2 added, order of policy sections changed, reasonable adjustments EDI Lead/ SMT/ People 3.0 section added, responsibilities Committee section expanded, link to Dignity at Work Procedure added and legislation section expanded. July 2.0 Approved in June 2019 SMT 2019 Equality, Diversity and Inclusion Policy August 2020 V3.0 2 OFFICIAL Contents Document History ........................................................................... 2 1. Policy statement .......................................................................... 4 1.1 Definitions ............................................................................ 4 2. Guidelines .................................................................................. 6 3. Legal requirements ....................................................................... 7 3.1 Related Policies ...................................................................... 8 4. Equal Opportunities .....................................................................
    [Show full text]
  • Equal Opportunities Policy V1 2 190116
    Equal Opportunities Policy V1_2 190116 Equal Opportunities Policy Last updated 8 March 2019 Document Author: Chloe Thornton Version Control Version # Date Updated by Description V1_2 08/03/2019 Chloe Thornton Added positive action statement and link to recruitment policy. Added review section Equal Opportunities Policy V1_2 190116 CONTENTS OUR VISION SCOPE LEGAL FRAMEWORK Direct Discrimination Indirect Discrimination Harassment Victimisation Discrimination arising from disability Failure to make reasonable adjustments ROLES AND RESPONSIBILITIES POSITIVE ACTION COMPLAINTS REVIEW Equal Opportunities Policy V1_2 190116 OUR VISION The Mission of Makers Academy is to transform lives by accelerating the careers of software development professionals by integrating training with employment. SCOPE Makers is committed to equality and diversity of opportunity for all and is opposed to any form of discrimination, harassment or less favourable treatment on any grounds of gender, race, age, ethnic origin, nationality, disability, sexual orientation, religion, beliefs, gender reassignment, marital status, civil partnership status or caring responsibilities. Makers will ensure that diversity is valued and equality of opportunity is promoted at all times. We will promote actions that make a real difference to people both in our role as an employer and a training provider. LEGAL FRAMEWORK The Equality Act 2010 introduced nine ‘protected characteristics’. It is against the law to discriminate against someone because of their protected characteristics including:
    [Show full text]
  • Understanding Anti-Muslim Hate Crimes Addressing the Security Needs of Muslim Communities
    Understanding Anti-Muslim Hate Crimes Addressing the Security Needs of Muslim Communities A Practical Guide Understanding Anti-Muslim Hate Crimes Addressing the Security Needs of Muslim Communities A Practical Guide Published by the OSCE Office for Democratic Institutions and Human Rights (ODIHR) Ul. Miodowa 10 00-251 Warsaw Poland www.osce.org/odihr © OSCE/ODIHR 2020 All rights reserved. The contents of this publication may be freely used and copied for educational and other non-commercial purposes, provided that any such reproduction is accompanied by an acknowledgement of the OSCE/ ODIHR as the source. ISBN 978-83-66089-93-8 Designed by Homework Printed in Poland by Centrum Poligrafii Contents Foreword v Executive Summary vii Introduction 1 PART ONE: Understanding the challenge 7 I. Hate crimes against Muslims in the OSCE region: context 8 II. Hate crimes against Muslims in the OSCE region: key features 12 III. Hate crimes against Muslims in the OSCE region: impact 21 PART TWO: International standards on intolerance against Muslims 29 I. Commitments and other international obligations 30 II. Key principles 37 1. Rights based 37 2. Victim focused 38 3. Non-discriminatory 41 4. Participatory 41 5. Shared 42 6. Collaborative 43 7. Empathetic 43 8. Gender sensitive 43 9. Transparent 44 10. Holistic 45 PART THREE: Responding to anti-Muslim hate crimes and the security challenges of Muslim communities 47 Practical steps 48 1. Acknowledging the problem 48 2. Raising awareness 51 3. Recognizing and recording the anti-Muslim bias motivation of hate crimes 53 4. Providing evidence of the security needs of Muslim communities by working with them to collect hate crime data 58 5.
    [Show full text]
  • Guide to Taking Positive Action
    Guide to Taking Positive Action Why is Positive Action Important? One of the Royal Aeronautical Society’s Strategic Aims is to “Extend and support the Society membership base nationally and internationally, ensuring inclusivity, diversity and active engagement”. The Society does this in a number of ways, as set out in our Diversity & Inclusion Strategy. One of the measures available to the Society is to engage in Positive Action initiatives, lawfully taking specific steps to encourage people from under- represented groups to help them overcome disadvantages not experienced by majority groups. Such Positive Action is considered necessary because some discrimination is so entrenched that merely prohibiting it is insufficient. The Society supports the use of Positive Action where it is appropriate. What is Positive Action? In the UK, the concept of Positive Action is enshrined in law in Section 158 of the Equality Act 2010. This makes it lawful to take action to: • Enable or encourage people who share a protected characteristic to overcome a disadvantage connected to the characteristic; • Meet the needs of people who share a protected characteristic where those needs are different to those of people who do not have the characteristic; or • Enable or encourage people who share a protected characteristic to participate in an activity in which their participation is disproportionately low. These objectives underpin many of the Society’s Diversity & Inclusion initiatives. This includes the work of Women in Aviation and Aerospace Committee or our Named Lectures1 that celebrate the diversity of our Sector to encourage participation from under- represented groups. Our Alta mentoring platform for female professionals is an example of where we have taken Positive Action due to the different needs of that particular group.
    [Show full text]
  • The Benefits of Positive Action
    The Benefits of Positive Action Thematic Discussion Paper On behalf of the European Union Agency for Fundamental Rights (FRA) By the International Centre for Migration Policy Development (ICMPD) - Elisabeth Strasser (project manager) August Gächter, Mariya Dzhengozova Vienna, March 2008 1 The European Union Agency for Fundamental Rights (FRA) has commissioned a series of policy focused papers to engage in thematic discussions on areas related to its multi-annual framework. The aim of these papers is to support, encourage and contribute to the debate on issues of relevance to the European Union institutions, it Member States and the Agency’s stakeholders. The first paper commissioned aims to contribute to the ongoing policy debate on positive action and its benefits. The paper was produced in response to discussion and debates among the Agency’s government liaison officers and within the European Parliament. In addition, the Agency wished to support, encourage and contribute to the European Commission’s ongoing work in this area. The paper was drafted for the Agency by the International Centre for Migration Policy Development (ICMPD) who retain the right to be known as authors of the report. DISCLAIMER: The opinions expressed by the author/s in these papers do not necessarily reflect the official position of the FRA. No mention of any authority, organisation, company or individual shall imply any approval as to their standing and capability on the part of the FRA. These papers are provided as information guide only, and in particular do not constitute legal advice. 2 Executive Summary [1.] Five strategies have been identified that define positive action in employment and show how they have been combined in different countries and under different legal systems.
    [Show full text]
  • Equality Act 2010: What Do I Need to Know? a Quick Start Guide to Using Positive Action in Recruitment and Promotion
    EQUALITY ACT 2010: WHAT DO I NEED TO KNOW? A QUICK START GUIDE TO USING POSITIVE ACTION IN RECRUITMENT AND PROMOTION www.equalities.gov.uk Foreword The Equality Act 2010 replaces the previous anti- discrimination laws with a single Act. It simplifies the law, removing inconsistencies and making it easier for people to understand and comply with it. It also strengthens the law in important ways to help tackle discrimination and inequality. This quick start guide is intended to help employers understand how they can use new positive action provisions to improve diversity in their workforce when recruiting and promoting candidates.The new provisions come into force on 6 April 2011. Introduction Who is affected? The Equality Act 2010 brings together, harmonises The Act protects people from being treated and, in some respects, extends existing equality law. less favourably because they have a protected It aims to make the law more consistent, clearer and characteristic.The relevant protected characteristics easier to follow in order to make society fairer. in employment are: On 1 October 2010, general positive action • age provisions came into force.These replicate • disability (see page 10) provisions in earlier legislation and allow employers • gender reassignment to target measures such as dedicated training • marriage and civil partnership to groups, such as women or people from • pregnancy and maternity ethnic minorities, who are under-represented or • race (including ethnic or national origins, colour disadvantaged in the workplace, or to meet their and nationality) particular needs. Guidance is available at: • religion or belief (including lack of belief) http://www.equalities.gov.uk/staimm6geo/ • sex pdf/401727_EqualityAct2010_PositiveAction_acc.pdf • sexual orientation The remaining positive action provisions, relating Positive action applies to all these protected specifically to recruitment and promotion in characteristics.
    [Show full text]
  • Stonewall's Employer Toolkit
    SEXUAL ORIENTATION EMPLOYER TOOLKIT Companies are often quite scared to ask the obvious questions and do the simple things because they feel like they should have been doing it anyway. {Kathryn Townsend, Vice President, UK Retail and Business Bank, Barclays Written by Sam Dick and Vignesh Ashok SEXUAL ORIENTATION EMPLOYER TOOLKIT Contents Introduction In the decade since legislation was first introduced in Britain to outlaw Who is this discrimination against lesbian, gay and bisexual people in employment, Stonewall has worked with over 650 employers – employing between them guide for? over 5.5 million people – through the Diversity Champions programme and the 1 annual Workplace Equality Index. The resulting transformation in the culture of 1 many of Britain’s workplaces is significant but there remains lots to do. The very best employers recognise that to deliver value for money to taxpayers, investors, shareholders or donors they need to attract and retain the very best staff. Creating workplace environments where lesbian, gay and bisexual employees want to work and where they feel they can progress makes them Why is sexual more competitive in the market for talent. orientation Many employers are yet to begin creating workplaces that are inclusive of relevant to the lesbian, gay and bisexual people. They often think it is complex and costly. workplace? 2 The experiences of the hundreds of organisations we have worked with have demonstrated that this is simply not the case. Employers from the public, 2 private and third sectors have developed a range of cost-effective practical interventions captured in this guide that have resulted in tangible improvements to the levels of satisfaction of their lesbian, gay and bisexual staff.
    [Show full text]
  • 11 POSITIVE ACTION Anti-Discrimination Law Does Not, As
    11 POSITIVE ACTION Anti-discrimination law does not, as pointed out, prohibit measures that are aimed at improving the social and economic status of groups that are socially at a disadvantage. Th is general principle, manifested in the diff erent instruments and pieces of case law, hides signifi cant disagreement behind it. To begin with, the diff erent pieces of anti- discrimination law use diff erent terms, sometimes referring to this type of measures as ‘positive action’, ‘affi rmative action’ or ‘special measures’. In this chapter the term ‘positive action’ is used as an umbrella term for the sake of convenience, not, for instance, because of any assumed superiority of the concept. Secondly, the substantive con- tent of the principle is couched in several diff erent ways. Perhaps most importantly, it is sometimes suggested that states have an obligation to take positive action, whereas most pieces of anti-discrimination law are generally interpreted only to allow, not require, such action. Th ere are also manifest diff erences in terms of the legitimate scope of positive action, as will be shown a bit later on. In short, the applicable legal standards exhibit conceptual and substantive diversity. For the purposes of the present discussion, positive action is broadly speaking used to refer to a policy or a specifi c operation that directly or indirectly helps to diminish or eliminate particular disadvantages suf- fered by a group or the members thereof in terms of opportunities or resources, over and above those measures that need to be undertaken to identify and eliminate discriminatory practices and criteria.1 Positive 1 For other conceptualizations, see Marc de Vos, ‘Beyond Formal Equality: Positive Action under Directives 2000/43/EC and 2000/78’ (Luxembourg: OOPEC, 2007), p.
    [Show full text]
  • Don't Ask, Don't Tell
    DON’T ASK, DON’T TELL Barriers to career progression for talented LGB & T individuals in the UK Civil Service March 2015 Ben Summerskill ‘I’m certain I wouldn’t be as senior as I am now if I’d been openly gay at work during the last 15 years. That makes me slightly sad, almost every day.’ Male SCS ‘We think of ourselves as a very outward-looking department but it’s as if the whole of business is seen as white, and Oxbridge, and male, and straight. I was recently told in a mid-year review that I was a bit “too gay”.’ Female SCS ‘Sexual orientation equality in the Civil Service is a bit like a car with the choke out the wrong amount, fits and bursts, with gaps in-between.’ Female EO ‘I am aware of a trans person who delivers the mail, or something.’ Male SCS All quotations in this report are from civil servants interviewed for this research, unless otherwise sourced Don’t ask, don’t tell b Foreword No one doubts that the UK Civil Service will continue having to do more with less in the years ahead. That means unlocking the full potential of every one of its people. In 2015, the very best workplaces acknowledge that this means listening to your people carefully, and listening in particular to groups who may not have been heard before. There have been evident Civil Service successes in the areas of sexual orientation and gender reassignment in recent years. Some departments and agencies have demonstrated leadership and innovation both in people management and service delivery.
    [Show full text]
  • Bridging the Gap: an Exploration of the Use and Impact of Positive Action in the UK
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by ChesterRep Bridging the gap: An exploration of the use and impact of positive action in the UK Chantal M Davies1 (Forum for Research into Equality and Diversity) University of Chester, UK Muriel Robison (Law School) University of Chester, UK Abstract Despite laws in Britain permitting limited positive action initiatives to combat disadvantage faced by minority groups in employment since the mid-1970s, the subject has notoriously been a neglected and highly controversial area in the UK. Notwithstanding the potential provided by sections 158 and 159 of the Equality Act 2010, it still appears that organisations prefer to steer clear of this opportunity to address disadvantage suffered by protected groups. Whilst there is a body of work considering the theoretical importance of positive action in the UK, there is a lack of empirical exploration of the practical implications of these provisions. This paper will provide a brief overview of the theoretical context and current positive action legislative provisions within the UK. In light of this context, the early findings of a small-scale qualitative study carried out by the authors will be discussed looking at the experiences of a purposive sample of public and private employers in relation to the positive action provisions of the Equality Act 2010. Early research findings suggest that whilst there was a clear willingness and openness by employers to use of outreach measures in order to redress disadvantage, there was evident wariness regarding a move towards preferential treatment as expounded by section 159.
    [Show full text]
  • Serving Islam Peacefully During the Agression and Said Nursi's
    Australian Journal of Islamic Studies https://ajis.com.au ISSN (online): 2207-4414 Centre for Islamic Studies and Civilisation Charles Sturt University CRICOS 00005F Islamic Sciences and Research Academy of Australia Serving Islam Peacefully during the Agression and Said Nursi’s Kalamisation of Positive Action for Social Harmony Salih Yucel To cite this article: Yucel, Salih. “Serving Islam Peacefully during the Agression and Said Nursi’s Kalamisation of Positive Action for Social Harmony.” Australian Journal of Islamic Studies 3, no. 2 (2018): 53-67. Published online: 19 November 2018 Submit your article to this journal View related and/or other articles in this issue Full Terms & Conditions of access and use can be found at https://ajis.com.au/index.php/ajis/tncs Australian Journal of Islamic Studies Volume 3, Issue 2, 2018 SERVING ISLAM PEACFULLY DURING THE AGRESSION AND SAID NURSI’S KALAMISATION OF POSITIVE ACTION FOR SOCIAL HARMONY Salih Yucel* Abstract: Injustice, oppression and tyranny are as old as human beings. Three types of responses can be made: a) to respond in the same or worse manner; b) to remain silent and accept the oppression due to weakness; or c) to take a path that is not based on revenge or acceptance of oppression and injustice, but redirects people’s negative feelings towards a worthier cause, decreasing the propagation of evil. This third way does not involve envying the worldly goods or positions of others. Rather, it involves redirecting or transforming animosity for the common good. Said Nursi (1987-1960) calls this “positive action” (müsbet hareket). This article suggests Nursi’s third way of responding to injustice, oppression and tyranny is proactive civil disobedience based on the Qur’an and Sunnah.
    [Show full text]
  • Equality at Work
    inbrief Equality at work Inside Protected characteristics Types of discrimination Disability discrimination Equal pay Occupational requirements and positive action Public sector equality duty Equality policies Equal opportunities monitoring inbrief Introduction Background shifts may disadvantage Christian employees who hold a genuine belief that Discrimination in the workplace is governed Equality legislation has been around now for 40 they should not work on Sundays. by the Equality Act 2010. This brings years. Things have changed a lot over those years. The early cases on pregnancy > Victimisation – subjecting someone to a together into one place all of the equality discrimination suggested detrimental treatment detriment for making a complaint or laws that had developed over a number of was lawful because there was no male bringing or assisting with a claim. For years, including those based on EU law. It equivalent to a pregnant woman. The first example, not promoting an employee also covers discrimination in other areas such discrimination case to reach the higher courts because he had previously brought a held that a rule allowing women to leave work grievance about race discrimination. as the provision of goods, facilities and five minutes early to avoid a stampede by men services. was lawful and that it was not discrimination > Harassment – unwanted conduct related “for mankind to treat womankind with courtesy to a protected characteristic which violates a This Inbrief gives an overview of the law in an and chivalry.” Although the law has developed person’s dignity or creates an intimidating, employment context. For more detail on since then, it has done so piecemeal through hostile, degrading, humiliating or offensive particular types of discrimination, please see cases and legislation.
    [Show full text]