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Managing People at Work

Introduction to Employment and Intellectual Disability

Australian Bureau of Statistics state that there is a decline in the employment of intellectually disabled people. It was identified that only 39 per cent of them were employed rest were unemployed. Researchers argue that HRM practices of an organization do not address the complexity experienced by the workers with disabilities. Thus this report aims to identify the key issues in the employment experience of workers with intellectual disabilities and which HRM practices influence the employment participation and well-being of workers with intellectual disabilities.

The key issues identified in the employment experience of the workers with an intellectual disability is that these people are unable to adapt changes in the organization. They find it difficult to make decisions in favour and are not able to apply the knowledge that they have gathered. They find difficulty in learning new concepts that are essential for running the organization. Moreover, such employees do not cope up well with the unfriendly environment (Cavanagh et al. 2017). They face high job insecurity in comparison to others who do not have any sort of disabilities. Management finds it very difficult to manage such people because if they start giving extra care to them it would lead to discrimination issues. To overcome such issues, the organization needs to use social inclusion and equity policy so that everyone is treated in equal. Apart from the issues experienced by the workers, co-workers of the intellectually disabled people also face issue to create a workplace relationship bond with them.

The organizations must use both formal and informal HR practices to improve the participation and wellbeing of the workers. Human resource department of the organization must select and recruit intellectually disabled people, as well as the three hotel companies, are doing in Australia. It is observed that these people if get proper mentoring and coaching they can perform well in the organization (Meacham et al. 2017). People with disabilities require day-to-day support from supervisors and colleagues. Along with it HR’s must conduct development programs throughout employment. HR's must incorporate sustainable practices in the work culture. These practices must ensure full participation of all the workers. They must also ensure to provide a positive work environment. It is observed that social climate can enhance social cohesion of employees thus human resource department must create policies and procedures that do develop social climate promotes the inclusion of employees.

Conclusion on Employment and Intellectual Disability

It can be concluded from the findings that many the condition of intellectually disable people is a subject which needs attention. Intellectually disabled people are unable to take decision s are find it hard to apply concepts. They are slow in learning and this is why many of them are unemployed. It is the social responsibility of the human resource department to come up and provide a social climate where every employee is treated equally. They must organize development programs to overcome the issue experienced by intellectually disabled people and must hire them so that they do not face issues in earning their livelihood.

References for Employment and Intellectual Disability

Meacham, H., Cavanagh, J., Shaw, A. and Bartram, T. 2017. HRM practices that support the employment and social inclusion of workers with an intellectual disability. Personnel Review.46 (8) pp 1-18. 

Cavanagh, J., Bartram, T., Meacham, H., Bigby, C., Oakman, J. and Fossey, E., 2017. Supporting workers with disabilities: a scoping review of the role of human resource management in contemporary organisations. Asia Pacific Journal of Human Resources, 55(1), pp.6-43.

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