ARIEL R. ROSARIO
Divine Word College of Laoag
Abstract
The article draws from real experiences of workplace discrimination within the Department of Environment and Natural Resources (DENR) in Ilocos Norte. Having served 31 years in the agency, there are patterns of discrimination from age, gender, and connections that influence the promotion and training available. This comes from the silent expectation for senior employees to retire, to specific-gender tasks and favoritism, all reflecting how discrimination affects the agency’s work and function. Even with all the rules and ethics guidelines meant to protect the workforce, the cracks in the system let unfair practices pass unnoticed and still let discrimination take root, choosing who gets the opportunities and who does not. The article also recommends revisiting legal codes, ethical policies, standards, and work culture to promote workplace equality and better governance internally.
Keywords: workplace discrimination, ethics guideline, Department of Environment and Natural Resources(DENR), Ilocos Norte, governance, specific-gender tasks, age discrimination, gender discrimination, patterns of discrimination, Anti-Age Discrimination Act (RA 10911), field operations
Introduction
Workplace discrimination in the public sector isn't a topic that is openly talked about; it remains a whisper between the victims of the short end of the stick. A more than three (3) decades of working in the Department of Environment and Natural Resources (DENR) in Ilocos Norte, I have empirically witnessed that the discriminations that destroys the most are those that happens in our day-to-day work life. It's not just in a single policy, but in the higher management, boss's decisions, and the unspoken culture of tradition and hierarchy that determines who receives the training and who is set aside (Brillantes & Fernandez, 2011).
The very safeguards created by RA 10911 (Anti-Age Discrimination Act) and our own departmental ethics code have cracks, we hope for the best but are often met with the reality that tells a different story. The vision of the law promotes neutrality and equal opportunities regardless of age and gender, yet culture often demands differently, with hierarchies and personal interests having more weight than the rules (De Guzman & Reforma, 1993). Hopefully, sharing my journey from the field to the office, I want to bring to light how these discriminations affect individuals, hurting our morale and the very existence of the department and the public sector.
Age and Tenure: The Quiet
Push Toward the Exit
A prime example of age discrimination involves a male senior colleague who had decades of experience in managing permitting and operations. Although he had competence and experience, the hiring of a young individual halted and isolated his role in the organization; prioritizing the training and experience of the younger staff became the goal of the department. Eventually, the male senior colleague resigned due to this treatment, which contradicts RA 10911, which prohibits age-based treatment in tasks and work. In practice, older employees often see younger staff prioritized for training and technical roles, while veterans are put aside. This creates insecurity and signals that loyalty and experience are disposable, harming the operations of the department (Rainey, 2014).
Gender Discrimination: The
Restriction of Opportunities
Gender discrimination also shows through assumptions about physical and social roles. One female colleague, competent in data analysis and office work, was stuck to desk work, with constant rejection of field assignment requests to the office, on the reason that “the terrain is too difficult to navigate and endurance is needed.” Requests for technical training were either delayed, set aside, or denied until she mentioned the DENR’s ethics and anti-discrimination code during a team meeting, which caught everyone off guard. After a few weeks, she finally received assignments and fieldwork. Her approach shows that departmental equality depends not just on policy, but also on knowledge and enforcement of the discrimination policies and safeguards (Kim, 2010).
Localism and Favoritism: The
Unspoken Biases
In addition to age and gender biases, localism, favoring staff from certain localities, creates further inequity. Staff without strong local ties may be overlooked regardless of merit and competency. Such biases betray trust, divide teams, and weaken objective decision-making in public service. If left unaddressed, these patterns become systemic, affecting both individual morale and departmental effectiveness (Nigro & Kellough, 2014).
Reinforcing Accountability:
The Grievance System Experience
As complaints accumulated, I personally advocated for strengthening the grievance system. Previously, staff hesitated to speak up due to fear of retaliation or putting the spotlight over their heads. Over time, transparency and reliability in grievance handling reduced reported incidents, not because problems ceased, but because employees trusted that their concerns could be addressed without blowback. This aligns with governance, ethics, and corporate social responsibility principles emphasizing that effective governance requires accountability, ethical leadership, and a culture of fairness (OECD, 2017).
Conclusion
More than a decade in the Department of
Environment and Natural Resources (DENR), Ilocos Norte has empirically shown
that discrimination is often subtle, growing, and poisonous. All these affect
the individuals, the department, and the public sector, turning a
well-functioning engine into a broken system. And yet all things considered,
fairness can be restored with perseverance and knowledge. Governance succeeds
when leaders are just, policies reinforce justice, and employees, regardless of
age, gender, or background, are treated fairly and with respect. Strong public
service relies on these three pillars: leading with integrity, ensuring
fairness, and perseverance.
References
Brillantes, A. B., Jr., & Fernandez, M. T. (2011). Good governance, reforms, and innovations in the Philippines. Public Administration and Development, 31(3), 240–251. https://doi.org/10.1002/pad.595
de Guzmán, R. P., & Reforma, M. A. (1993). Public administration in the Philippines: A reader. University of the Philippines Press.
Kim, S. (2010). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 31(1), 56–78. https://doi.org/10.1108/01437721011030520
Nigro, L. G., & Kellough, J. E. (2014). The new public personnel administration (7th ed.). Cengage Learning.
OECD. (2017). Public sector leadership for the 21st century. OECD Publishing. https://doi.org/10.1787/9789264271434-en
Rainey,
H. G. (2014). Understanding and managing public organizations (5th ed.).
Jossey-Bass.