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A 1984 survey revealed that 60 per cent of organisations in the UK operate equal opportunities policies. What is the significance of this in practice? Statistics continue to show inequalities between various categories of workers – men and women, black and white, able‐bodied and disabled. The article looks at some broader questions about overall policy approach, and includes an investigation into unequal opportunities and the solutions offered, in relation to the Equal Opportunities Code.

This study was designed to contribute to the extant literature by discovering the perceptions of restaurant employees and managers toward equal opportunities in restaurant labor and working in a diversity-rich restaurant work environment.

A qualitative research approach was utilized. Through in-depth interviews, data were collected purposefully from restaurant workers in different positions (e.g. managers, servers, chefs and cooks) in the USA.

As a result of content analysis, different perspectives emerged on equal employment opportunity and diversity in restaurant labor. While some employees and managers believe that restaurant labor has equal employment opportunities, others think there is a lack of equal employment opportunity and partial equal employment opportunity in the industry. Most participants perceive working in a diversity-rich restaurant work environment as beneficial (an opportunity to learn about different cultures and an opportunity to learn different experiences and approaches).

To the best of our knowledge, this is the first paper to explore employees' and managers' perceptions of equal employment opportunity and diversity in the hospitality labor context, specifically restaurant labor. Therefore, the research findings will create value for scholars to understand the view on equal employment opportunity and diversity in restaurant labor. Further, it will assist practitioners in designing their labor structure regarding equal employment opportunity and diversity management for the future.

Examines the debate (1891‐1923) concerning whether women should receive equal pay for equal work and whether they should have equal employment opportunities. Addresses the issues surrounding equal employment opportunities for women, whether women′s work performance was equal to that of men, the question of equal pay and, finally, the debate over equal pay vs equal job opportunity.

The persistence of occupational segregation by sex, as a primary characteristic of the UK labour market, has exposed the failure of anti‐discrimination legislation to achieve its purpose. The absence of significant organisational change in the past decade has fuelled the growth of “positive action programmes” as an alternative voluntary method for promoting equal opportunities.

The Australian government's commitment to equal employment opportunity has resulted in the enactment of anti‐discrimination and affirmative action legislation at both the federal and state level and the development of a number of labour market, training and social policies specifically designed to remove impediments to women's employment. The Affirmative Action (Equal Employment Opportunity for Women) Act 1986 is pivotal to the removal of discrimination in organisations, but its effectiveness has been hindered by the restructuring of organisations on a divisional basis, a lack of understanding of the nature of equal employment opportunity (eeo) and the role of affirmative action programmes among some employers and employees, and the choices women make about their employment and training. A number of innovative policies have been developed by large organisations to deal with these barriers to the effectiveness of affirmative action programmes and the creation of eeo and they provide useful models for other organisations.

Highlights the recent growth in the concept of managing diversity as an alternative to equal opportunities, and considers whether the difference between them is simply one of semantics or of material substance. Assesses the nature of these differences and considers their impact on organizations and their relationship to each other. Explores issues through case studies of two comprehensive schools whose structure is typical of many public sector organizations. Presents findings on the conditions and culture in which women’s management careers are successfully progressed in the public sector and the extent to which these reflect equal opportunities or managing diversity approaches to the issue of gender. Concludes by assessing the implications of findings for strategy and policy in the field.

To what degree an organization both embraces the ethos of equal opportunities and backs it up with an investment in sound policies may be expected to have an impact on both the progress of women in management and their experience in the workplace in that organization. This paper compares how women managers fare in two organizations, one with a developed equal opportunities policy and one that has none. It also considers the limits of applying the business case concept of equal opportunities and the problems of a diversity approach and it explores the ways women themselves articulate gender issues according to the discourses they have available to them. It concludes that, while restrictive in its implementation, women managers are more able to articulate their needs and fare better in an organization with an equal opportunities policy than in one without.

The purpose of the study is to examine if the existing legislative framework in Trinidad and Tobago supports equal opportunities and the achievement of fundamental human rights for persons with disabilities seeking to access education, employment, accommodations and goods and services.

Data were collected from 105 complaints filed with Trinidad and Tobago's Equal Opportunity Commission from 2010 to 2021 regarding disability discrimination. The steps of constant comparison were used to analyse characteristics of each case, complainants' desired outcomes and the actual outcomes of the cases (i.e. withdrawn, closed, forwarded to conciliation or the Equal Opportunity Tribunal).

Across all cases, persons with disabilities desired access to unavailable services, opportunities for employment or an apology for emotional distress. Cases that were withdrawn reflected missed opportunities to address systemic issues, closed cases reflected a bounded process for redress, and cases advancing to conciliation or the Tribunal required documentation or support.

This study provides insights into how the current policy and its implementation miss opportunities to address discrimination at organisational and systemic levels. Specifically, cases revealed dominant/subordinate dynamics in society and a lack of transparency throughout the system. Authors provide recommendations for policy and systemic change, including addressing gaps in national legislation and adopting strong equality of opportunity and equality of well-being approaches.

Most Western nations ascribe to the belief that equal opportunity of the sexes is a worthy objective even if it has rarely been realised in practice. The overriding cause of sex discrimination is the persistence of customs that harken back to an age when work roles were justified by physical differences. This same division of labour can be found in the most economically advanced nations even though technology has supplanted all but a few vestiges of this pre‐industrial argument. The intellectual justification for opening up opportunities for women are remarkably ineffective in the face of sheer habit.

Organisations have to respond to a range of legislative and policy initiatives intended to promote equal employment opportunity for women. The purpose of this paper is to analyse the mix of legislation and policies in Australia: anti‐discrimination and equal opportunity legislation, equal pay, work and family and managing diversity policies.

Legislation, industrial relations changes and policies relating to pay equity, non‐discrimination on the grounds of sex, affirmative action and equal opportunity, including work and family policies and managing diversity approaches are reviewed in the context of changing labour conditions and social trends.

Organisations are presented with a range of policies from which to choose and the result is variety in the extent and type of equity programs which produce variable outcomes for women in the workplace.

While this paper deals in particular with Australia, the pattern of multiplicity of approaches is common to other Western countries. As organisations choose among a variety of approaches in implementing an equal opportunity programme, the outcomes for women will vary.

The paper offers insight into equal employment opportunity legislation and policies within the Australian context.