However, despite several decades of equality legislation and declared commitment to equal opportunities, there still exists a systematic discrimination in the recruitment and selection process. Morrison (1992) conducted a survey of managers in 16 ‘model’ US organizations. He found that most organizations introduced just one approach to equality, instead of an array of measures intended to make the organizational climate more supportive. Organizations need to ensure that employment policies and practices provide developmental opportunities, career planning, reduction of work – family conflict, and mentoring for disadvantaged groups. Morrison (1992) proposed that managing diversity can complement affirmative action strategies and new employment policies and practices to address the failure of organizations to promote women and racial and ethnic minorities into higher levels of management. Bennington and Wein (2000) found that there is widespread discrimination in employment in Australia. Holly (1998) and the Equal Opportunities Review (1995) presented the evidence of discrimination in recruitment and selection in the UK public sector. Walsh (1995) argued that the increasingly competitive environment makes it difficult for public sector managers to maintain the levels of organizational commitment required for equal employment opportunity to be truly meaningful. Worldwide, only 54% of working-age women are in the workforce compared to 80% of men (Kossek et al. 2005).