It is challenging to manage dynamics of people in an organization. However, by use of ideal management measures, it is possible to maintain a standard form of success. One such challenging issue is management of gender in an organization. That is, strict adherence to gender parity rules in organization may discourage optimum input from employees. In some instances, managers are required to implement a requirement of not more than two-third of one gender when employing and implementing promotional opportunities. This essentially locks out experienced and hardworking members who are compromised to make the rule work. This paper explores a case of police department in mid- western Canada that is suffering from numerous problems emanating from certain initiatives. One such problem is frustration of police officers. The situation: Employment Equity Initiative On the overall, police department has been prompted to implement management measures that have been caused by budgetary constraints. The department has been forced to cut down major costs, significantly reduce employment levels of officers, intense monitoring of overtimes and tight controls on working hours. These problems have not only affected the level of performance in the officers, but also brought in some disquiets in the officers. The anxiety brought in some resistances and degrees of uncertainty. The employment equity initiative was brought in by the Division Commander as a result of complaints emanating from female officers. The disquiet nature in these officers was that there were some favoritisms and one-sided preferences, especially on male officers. This concerned the selection process for the specialized positions, an issue that was prompted by the overall emergency management measures due to budgetary constrains. While it was expected that the measure would bring leverage in the selection process, it became a frustrating issue for others. Employment equity- theory, model and concept Employment equity is a theory, a model and a concept, and therefore in the analysis of the problem, it would be put into the three categories. Employment equity is a theory on its own; however, it falls under the overall equity theory (Williams, Vibert & Kondra, 2007). It is an attempt to put fairness in employment opportunities and rules on the premise that people consider fairness in the organization as a most important aspect of motivation. The situation in the police department is more of affirmative action rather than equity in employment. It was a drastic measure to ease tension in the female officers rather than applying equity for all. Employment equity is also a model, where, it comes as a series of planned action. According to Chowdhury (2002), it is a model for social economic progress and changes especially in relation to the sidelined persons. It is not supposed to be taken drastically; rather, it should be organized and planned well. In the case study, this was introduced as an emergent measure to make female officers feel recognized rather than a measure to enhance equity in the organization. It was not planned and organized well to ensure it satisfies everyone hence causing frustrati