Moreover, peer review gives away less power than managers might believe. In a properly constructed peer review program with adequately trained employees, peers will bend over backward to side with management provided, of course, that management has done its job properly. Many organizations discriminate on a systemic level against women, minorities and immigrants, however unintentionally. To the extent barriers for these groups exist in the workplace, these employees will be anxious and have an incentive to attempt to achieve parity by way of collective action. Employers will be most effective in achieving these goals if supervisory staff resemble the subordinates they supervise.
Older workers are another group likely to be anxious about job security.
Age bias manifests itself in a number of ways, including the assumption that older employees are more resistant to change. Often this assumption translates into fewer opportunities for these workers. Then, when organizations do change, these employees are left behind, or at least fear being forgotten. Older employees who are uncomfortable with new technology may find unionization an attractive form of insurance. While most union contracts preserve management's right to lay off employees at-will, seniority usually plays some role in determining who gets the ax first.