Both of these aspects of management bias send some signs of favorable predisposition on one group while the other group experiences unfairness, mistreatment and bitterness, which ultimately translate into poor performance. The reporting of these unfair treatments almost often goes futile with fear of being fired or increased discrimination.
Management of human resource faces many challenges including management bias due to inherent human errors. Individual managers’ personality which is factor of several psychological development interactions is an issue almost beyond the junior worker’s control. This is therefore the reason why appropriate measures must be taken by the managers, to ensure that their management practices are favorable to all, regardless of their differences. Favoring one group of persons with respect to their different characteristics has been reported, indicating the extent to which these errors affect human resource management. Being a boss is one thing while exercising the best human resource management is yet another. Over several centuries, these errors have continually reduced productivity, at least until when the field of human resource management evolved to offer solutions (Wanq, 2010).
Bias and unethical conduct are totally different things in management, since some aspects of its aspects are sub-conscious. The fact that management involves decision making on a high frequency than any other worker exposes managers to risks of being biased on several grounds. Causes of management bias could be weight, height, color, age, race or even ethnicity.
Human resource management recognizes management bias as a conflict which must be resolved for performance enhancement. Conflict resolution means that the complete absence of the elements of conflicts may not be realized. It therefore necessitates the accommodation and utilization of the underlying forces of the conflict to a meaningful coexistence that enhances maximization of