Workers with Intellectual Disability Report Writing – Management Assignment Help

Assignment Task

Task

Discussion :

Our study suggests that workers such as WWID, supported by management and positive employment relationships, are more likely to achieve individual performance leading to organisational performance. We found that the participant organisations provide opportunities for WWID to enhance their well-being by promoting equal opportunity and taking steps to ensure WWID are engaged in legitimate work. We also found evidence of how each organisation gets in touch with the diversity of WWID to implement effective work practices and interventions that offer opportunities for these workers. Borrowing from the learning and effectiveness paradigm (Thomas and Ely 1996), we include ‘plural voices in diversity management’ at each stage of the paradigm and propose a model of HRM for WWID. In the context of plural voice and diversity, the term ‘voice’ is about ‘the right of speaking and being represented’ (Barton, 1994, p. 3) and, in this case, for WWID in the workplace. We contend that the plural voices in diversity management include WWID, work colleagues, supervisors and managers. Our model presents processes through which organisations can utilise the conditions of the learning and effectiveness paradigm to integrate WWID into the workplace. Workplace accommodations, such as modified work spaces and flexibility for medical appointments, may also give WWID the support they need to feel included within the workplace and the ability to perform to their potential (Blick et al. 2016; Hall and Kramer 2009; Hartnett et al. 2011).

Equal opportunity for work is about more than meeting legislative requirements; it is about embracing ‘diverse perspectives and valuing the opinion’. Creating a ‘non-bureaucratic structure’ and adopting an ‘egalitarian approach’ to management will best support diversity management (Thomas and Ely 1996). Managers acknowledged that they may be challenged on lowering their standards, but espoused an ‘inclusive’ approach as the most effective for managing WWID. This often means adjusting their work hours and/or workloads, but the focus is on finding ways to ‘always include them’ and ‘stick together’. This approach confirms the learning and effectiveness precondition of adopting a ‘democratic approach to management’ where autonomy and collaboration are critical to making decisions within the organisation. However, as indicated by the recruitment company and consultancy company, the need for focused management training to ‘identify the key core job roles’ and ‘make them flexible and fit people with disabilities’ is essential for ensuring diversity management support. The organisations also promote ‘teamwork’ through regular team and department social events,which validates and also enhances the precondition in relation to the importance of having a flexible, ‘non-bureaucratic structure’ when it comes to enhancing the identity and social inclusion of WWID

At each of the organisations, management plays a vital role in the learning and effectiveness paradigm of diversity management (Thomas and Ely 1996) in the ways they value diversity and helps ‘employees to feel valued’. This was evidenced when supervisor Caroline (Hotel 1) explained that every worker ‘adds something’ and ‘brings something different’ to the workplace. Hogg (2001) and Abrams and Hogg (2004) suggest the way a worker is treated is linked to HR practices that increase employee belongingness and empowerment which, in turn, encourages them in their work. Nevertheless, management needs to utilise approaches to effectively harness the strengths of each WWID by valuing diversity and acknowledging the skills of WWID. (Alfes et al. 2013).

An organisation’s culture should ‘encourage openness’ and ‘stimulate personal development’ (Thomas and Ely 1996). WWID were encouraged to ‘give their opinions’, ‘step
up’ into higher roles and ‘learn more’ about the processes in the organisation and were treated like ‘everyone else’, which enriches the learning and effectiveness precondition related to ‘encouraging openness’, whereby a transparent and equitable culture exists for WWID. It was important that workers were ‘comfortable with what they are doing’ and there were ‘incentives for good work’, which further encouraged and empowered WWID and led to the endorsement of the precondition relating to ‘promoting learning opportunities for personal development’. An open-minded organisational culture with a focus on performance may enable employees to ascertain effective ways of working together (Mueller 2014). Open communication within the organisations encouraged employees to explore new and improved job tasks and working relationships. Therefore, HR practices that support a culture of openness should support employee interactions and encourage knowledge sharing between employees.

• According to the authors, why are the current HRM approaches for WWID not working?
• According to the authors, what does a re-calibrated HRM and diversity management approach offer for improving the work experience of employees with a disability?
• In your own words, construct a report that clearly addresses all parts of the questions outlined in the bullet points.
• Your report should include an opening statement that addresses the purpose of the task and includes a precise reference to the article-utilising