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Agency’s Law and Ethics o Hiring a Diverse Workforce, Part 3

PAD 530

May 20, 2019

Laws Affecting Agency personnel management

Regulations and laws refer to requirements which are mandatory and which can apply to individuals, institutions as well as the government agencies. One of the laws which affect the EPA personnel management is the equal pay act of 1963 ("The Equal Pay Act of 1963 (EPA)", 2019). This law was passed to help in the prevention of discrimination of one’s wage according to his or her gender despite the jobs being performed by the jobs requiring the same skills, responsibility as well as effort, and all the individuals working under the same working conditions. This law also prohibits the employers hiring their employees based on their gender unless in a case where one's gender is genuinely a consideration. On the level of payment of salary, an individual can receive a higher salary than the salary of the person of the opposite gender in cases where seniority system has been observed, where a merit system has been observed and instances where one is paid according to the level of his or her output. According to this law, if an employee is paying a differentiated wage and wants to comply with the law, he or she will not be allowed to reduce the wage of any of the employee. This law also, states that there should be no labour organization should attempt to make an employer discriminate an employee based on his or her gender. This law affects the EPA personnel management in that it cannot be in a position of treating its male employees better than its female employees or treat its female employees better than its male employees. If this were the case, there would be a rift between these two parties and thus making it hard for the goals of the agency to be achieved. Also, it would be hard for managers to manage the employees. This will primarily because one party will be feeling is more entitled to the other. This, therefore, implies that this law has positive implications on personnel management of this agency.

Another law which has implications on the personnel management of EPA is the law on basic salaries and incentives which are set by the Congress ("Salaries and Benefits | US EPA", 2019). The salaries of this agency are put under the general schedule, which has grades ranging from 1 to 15. One's grade level depends on his or her position in that job as well as his or her qualifications. Grade 1 is the lowest grade, while grade 15 is the highest grade. The agencies are responsible for classifying the grades according to the tasks performed, position, difficulty level and the qualifications which are required for an individual. Each agent is also required to provide its employees with some incentives for their dedication to the agent. In this case, EPA gives out various awards to celebrate superior performance by its employees. For example, it can increase its pay or award medals to those whose performance was appealing. This affects the personnel management of this agency in that it has to abide by the level of salaries set by the Congress in each grade even in instances where it feels that there should be a pay rise or pay cut. This results to it may be increasing its employees to reduce the workload if they are being underpaid or lay off some if it feels that the law by the Congress is resulting to the employees being overpaid.

Personnel Recruitment and Hiring Practices

In the modern world, each person has a party which he or she lives under, and each party has its rights and freedom. In the case of the LGBT, the rights of these individuals should be respected if such parties have not been banned in the country or region. By respecting their rights, individuals in these parties are in a position of living openly without being discriminated and thus be able to enjoy equal rights just like the other individuals.

One of how EPA deals with the issues of LGBT is by prohibiting harassment as well as discrimination of individuals based on their sexual orientation. Harassment should be prohibited as it even affects the output of an organization and its goals and objectives (Raver, 2010). This can take place in several ways, which include verbal or even failing to be considered in events taking place in the organization. By prohibiting such activities, EPA becomes a favourable employer for all the individuals. One weakness of dealing with LGBT in this way is the lack of effectiveness if the management is also part of those who discriminate such individuals. The strength of this way is the presence of rules and regulations which guide individuals on what to do if harassed or discriminated while at the place of work.

EPA also deals with LGBT issues by having various agency events and giving each employee an equal opportunity to participate. This gives the employees a room to stay together as a group and thus to make the major issues related to LGBT to lose weight as people socialize and get to accept the concept of diversity. Also, EPA engages itself in motivational talks and training. The training is primarily aimed at encouraging people to live together as one unit. The strength of this approach is that through the training, people acquire lifetime knowledge which they can even apply while in other organizations. Its major weakness is that not all people who attend this training and thus leaving them uninformed.

Ethics and Diversity Training

In the workplace, diversity refers to there being the presence of people from various backgrounds and which together build up the staff (Ferdman, 2014). These staffs are expected to carry out their activities in an ethical manner and also to ensure that they are behaving in ways which are ethically acceptable. To facilitate this, EPA employs various approaches in training its existing and new staff on issues of diversity and ethics. One of the diversity training it uses is encouraging its staff to utilize the concept of inclusion to come up with a team that is performing well. With people touring any place in the world with varying objectives, it is of great importance to ensure that individuals are included. One of the strengths of this approach is that EPA a national agency, and therefore, it receives staff from each corner of the country, thus making it easy for it to adopt the concept of diversity. A weakness associated with this approach is that there are some people who feel being superior to the others, and thus even when they form a group, they will remain being entitled and play the major roles.

EPA trains its employees to always accept the culture of all the individuals. Through this approach, an organization which appreciates and values the nature of its workforce is created. Such a company is effective in realizing that people have varying values, needs, styles and characteristics. With such an understanding, EPA creates a healthy workforce and which is very productive. One major strength of this approach is its ability to eliminate hatred and conflicts and consequently maximize performance. Its weakness is that there can be instances of conflicts of interest when individuals from different backgrounds view other people's ideas as being inferior and that they should not be implemented.

Recommendations for Recruiting and Training a Diversified Workforce

To improve in the sector of recruiting and training a workforce which is diversified, EPA can apply the concept of anonymous recruitment. This concept involves the recruiters not meeting the person they are recruiting in person. By ensuring that they do not have access to the candidate's personal information, the recruiter focuses more on the person's competence as well as his or her potential. This concept helps in preventing the recruiters from judging the candidate based on his gender or background and thus encouraging diversity.

To attract diversified candidates, EPA should ensure that its existing employees show an image of diversified culture. This can be possible when each employee in the company is made aware that he or she is the ambassador of the company and should represent it well to those who would want to be employed in EPA.


Ferdman, B. M., & Deane, B. (2014). Diversity at work: The practice of inclusion.

Raver, J. L., & Nishii, L. H. (2010). Once, twice, or three times as harmful? Ethnic harassment, gender harassment, and generalized workplace harassment. Journal of Applied Psychology95(2), 236.

Salaries and Benefits | US EPA. (2019). Retrieved from https://www.epa.gov/careers/salaries-and-benefits

The Equal Pay Act of 1963 (EPA). (2019). Retrieved from https://www.eeoc.gov/laws/statutes/epa.cfm