This article seeks to assess the likely impact on British managers of the 1975 UK legislation prohibiting sex discrimination, drawing on experience from the United States. It will consider the development of the US law and the effect this has had upon practice in the traditional personnel function. It will review portions of the British Statute and British case law dealing with discrimination in employment. In an attempt to assess the impact upon British practice it will explore the relationship between the UK and the US legislation and evaluate the strengths and weakness of each in its context.
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