Reference no: EM13933199

Kindly read below case, and answer the question.

Case: When it's Hard to Move HRM is a complex phenomenon. There are many different types of people at the workplace and both operating managers and the HR unit must know the different issues facing the diverse groups of individuals. People differ not only on internal dimensions such personality, knowledge, attitude, beliefs, values, etc., they also differ on more visible factors like race, age, sex, height, weight, disability status, cultural/religious practices, language accent and rhetoric, dressing/appearance, etc. When conflicts arise, they may mix with these external and internal differences and the conflicts may worsen. Alternatively, such differences may be the causes or sources of conflicts. The greater the degree of diversity of employees at the workplace, the more frequently diversity-related conflicts will arise. HR and operating managers must be trained to handle these conflicts. As people move in and out of the company, the diversity structure within the organisation changes over time. This is exacerbated by the fact that some of the diversity dimensions of an individual may also change over time, such as when a person changes his religious belief, ages or becomes disabled. Each of these diversity dimensions warrants a special set of treatments based on expert opinions/advice if operating and HR managers want to handle them well. In the case of employees with disabilities, it may even be an emotionally daunting issue to address. When an employee develops disabilities and cannot perform his/her duties, what should a company do? Legally speaking, if there are no laws to prohibit employers from dismissing employees with disabilities, the employer has the right to fire the employee once it is apparent that the employee fails to meet the performance reasonably expected of him/her. The employee may then lose his/her income and his/her and his/her dependents may have to look for alternative sources of income. As most companies can survive only if they make a net profit on the services and/or service they sell, employees with disabilities are typically not able to produce the level of value added need to justify his/her employment. To the extent that he/she can perform, one option is to downgrade to a lower value-added job that justifies a lower pay. For example, some book binding companies do employ people with disabilities to bind books. The pay is low but the employee gets to keep a job and the company can still sustain as a going concern. In case the employee's disabilities wipe out his/her ability to work totally, the employee must depend on his/her own savings, donations, friends, or relatives for mere survival, let alone going out to work. It can be quite disheartening for an employer to have to let the employee go especially if the employee has worked for a long time for the company and has been a good performer. What would you as an operating or HR manager feel and do when you have such a case on hand? Let's be candid, think about it, and take action.

Question: If you are running an organisation and you want to make sure that the skills of people with disabilities are used to the fullest, what would you do? You may use other organisational examples as supporting cases to illustrate your plan.

Requirement: This essay requires 40% theory of managing diversity in employment + 60% application to explain further (with case) You should ensure that in your answers: - Your work is to build on a critical academic approach - That you use examples from real organisations to illustrate and reinforce the main academic issues that you highlight. Other requirements: Structure and organisation of material: Introduction, definitions, structure of central arguments, conclusions. Incorporation and integration of relevant academic literature or appropriate material, into an applied, organisational setting. Critical analysis: quality of arguments which go beyond description.