e door. A study done by the Department of Labor in 1995 found that 3,000 cases of reverse discrimination were filed that year alone, but fewer than 100 had sufficient evidence to support the claim (Kangas P.2) . In efforts to avoid the division that can occur within organizations that implement diversity initiatives, advocates of organizational cohesiveness go beyond efforts to hire individuals simply on the basis of difference. Instead, they focus on hiring those with the skills, and abilities most suitable for the vacancy, regardless of race, age, gender, or ethnicity. Others recruit people who represent the companys underlying core values and otherwise demonstrate a high degree of compatibility. However, it should be noted that when the recruiting and selection process does not achieve person-organization fit, the organization may be left with a weak culture that sends unclear messages about values and provides employees no clear direction. Proponents of a strong organizational culture believe that a high level of person-organization fit is advantageous for all parties; employers, new and current employees, and job seekers. A study of eight large public accounting firms, for example, looked at compatibility between what new staff accountants valued most in an organization and what their employers valued most. Researchers found that high compatibility on the part of employees led to quicker adjustments, higher job satisfaction, and lower turnover. It should be pointed out that it is estimated that by the year 2000,thirty percent of the workforce will be 55 or older. This essentially means that corporations will be forced into incorporating an ever larger portion of the elderly work force into their sites. Diversity training and sensitivity classes will undoubtedly make ...
