Unfairness in the Work industry...."reality check"

How many of us have come across some form of unfairness in the work industy? Well if you have you are not alone. A current study showed that about $64 billion dollars are spent yearly on matters concerning unfairness in the work industry after inproper management. After reading an article in "The Boston Globe," titled "Use emotional intellegence to handle workplace Unfairness," by Elaine Varelas, it stated many personal entries that people encounter in their workplace concerning race, gender, age, and religion. Here is what someone had to say about a personal experience of unfairness in his/her workplace ...."I just read an article on an emotionally unstable employee. My question is what if the employer has provoked an incident, such as a dishonest, insulting performance review ? I have had an excellent work record for 11 years, but I am not promoted, not because of my skills, but for not sucking up to the boss. I took my complaint all the way to HR and the CEO, and was told that all my previous reviews mean nothing even though they indicate I should be advancing. My boss said to me in front of HR and the CEO that I have too high an opinion of myself and I should think less of myself. What kind of a man or manager does that and expects some kind of respect in return? How much can an employee take?"



Elaine's response to this question stated ...."Difficult people are everywhere. In the workplace, they come in all forms: coworkers, customers, even bosses. How difficult a person is for you to deal with depends on your self-respect, self-confidence, and emotional intelligence. Dealing with difficult people is easier when the person is just generally offensive or when the behavior effects other people. Dealing with difficult people is much tougher when you feel you are under attack, when you feel demoralized at work, and when the person you perceive as difficult is in a position of power. Practicing emotional intelligence, as outlined by best-selling author Dr. Daniel Goleman, involves self awareness, self-control, empathy (understanding others), and conflict management.
You have exercised your option to disagree with your performance review. Your challenge is to continue this difficult and crucial conversation in a positive way.
Sue Penchansky, senior HR consultant for KGA, a Framingham firm specializing in employee assistance programs, suggests not to "have this conversation until you have done your homework first." She also recommended consulting additional conflict resolution resources such as "Crucial Conversations: Tools for Talking When Stakes are High," by Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler, and Stephen R. Covey -- a well respected resource on how to keep your own cool while encouraging others to do the same. According to the authors, you have three choices about such conversations: You can avoid them, face them poorly, or face them well. You will be more successful, and probably enjoy your job a whole lot more, if you face them well."

As it is plain to see, it all depends on how you handle the situation at hand when you come across it at work and prosume it as unethical or unfair. My advice is not to handle an unfair situation at work "emotionally" but "professionally" and direct. Try not to take the situation to a level where it affects you emotionally and you react on the way you feel rather than on your intellegence, because the truth of the matter is that business does not rely or function on your emotions or the way you feel about a certain "unfair" situation, but rather the business and how to make the situation dissolve.