Preventing Workplace Discrimination

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Melvin, Julie, and Tina Scenario Melvin Meekman is working in a residential facility for active older adults. He is in charge of organizing the meals and managing the food vendor, creating reactional activities, and writing the monthly newsletter to the residents. His direct boss is Julie Centerfield who reports to Tina Toughland, the Executive Director. Tina is a no- nonsense manager. All of the staff members know Tina follows the rules and expects everyone to do so as well. She reports directly to the chair of the board of directors and wants no complaints to reach the board members. During the past 4 months, three residents have come to Tina and complained about areas under Melvin’s purview:

1. The dinner was not hot enough to suit one resident. He stated he brought it to

Melvin’s attention but was brushed off.

2. Another complained that Melvin yelled at him when delivering the monthly

newsletter to his unit. (This resident was hard of hearing.)

3. A third resident complained she didn’t like the way the bingo game was run.

Each time a resident complained, Tina went directly to Melvin and berated him in front of other staff members, saying “I received another complaint about you from a resident. I don’t know why you can’t do your job right. I should just fire you on the spot. Anyone with half a brain can do this job. What’s your problem?” Later, Tina would research the complaints and each time found Melvin was not guilty of the perceived offenses. However, she never apologized or in any way acknowledged Melvin for doing his job well. Melvin often felt defeated at work. He dreaded coming in and his attendance began to suffer. He became withdrawn and rarely communicated with his colleagues. When he approached Julie, she typically responded with, “You know that’s how Tina is. You just need to take it.”