Hi, I need a report of 500 words. there is an article which they have provided 20 pages.we need to read the article and answer the question in a report form of 500 words.Harvard WesternSydU method with minimum 3 references and in-text citations.
Individual Report task (20%, 500 words) for 200300 MPW Spring Semester 2021 Overview This task is designed to start students thinking about the complexity of managing people at work and the range of issues relevant within the field of employment relations. When it comes to debates about employment relations matters, there is no black and white, no right or wrong. Employment relations stakeholders often have different and sometimes competing views, and expected alliances can often shift depending on the issue. Students are encouraged to approach any employment relations matter objectively, recognise that there will be a number of perspectives on the issue, and critically evaluate all viewpoints before arriving at a conclusion. This assignment is also designed to assess your writing abilities in preparation for Assessment 2. Please read the “Marking Criteria and Standards” on page 8-9 of the learning guide. This marking guide sets out the criteria and standards against which your report will be marked. Further assistance will be provided in lectures and any additional information will be placed on vUWS. Details Relevant Article Bartram, T., Cavanagh, J., Meacham, H., and Pariona-Cabrera, P. (2021) ‘Re-calibrating HRM to improve the work experiences for workers with intellectual disability’, Asia Pacific Journal of Human Resources, vol. 59, no. 1, pp.63-83. Question In your own words, answer the following: Part A. According to the authors, what are some of the problems in most organisations today regarding HRM systems and the impact on employees with a disability? Part B. According to the authors, what factors shape the effective management of employees with a disability? Instructions Read the article outlined above by Bartram et al. (2021) (available on vUWS). In your own words, construct a brief report that clearly addresses the question outlined above. Your report should include an opening statement that addresses the purpose of the task and includes a precise reference to the article utilising the Harvard WesternSydU method. A separate conclusion is not required. No other research for this assignment is required. Guidelines Assignments should be in Arial, 11 font, 1.5 spacing with appropriate margins As the report is short, you do not need to provide an executive summary, table of contents or appendices, though these may be required in other Report style assessments at UWS All students must use Harvard WesternSydU referencing. The 500 word limit must be adhered to within the acceptable range of + or - 10 per cent This is an individual assessment task - if a submitted report is assessed as not being the work of a single author then academic misconduct rules apply. Submission requirements Due: The report is due 9.00 am Friday13 August 2021 via Turnitin (week 5), Spring semester. 1 Re‐calibrating HRM to improve the work experiences for workers with intellectual disability Re-calibrating HRM to improve the work experiences for workers with intellectual disability Timothy Bartram RMIT, Australia Jillian Cavanagh RMIT University, Australia Hannah Meacham Monash University, Australia Patricia Pariona-Cabrera RMIT, Australia This study examines the impact of human resource management (HRM) on workers with intellectual disability (WWID) across various industries in Australia. The research aims to identify HRM strategies for WWID by drawing on Thomas and Ely’s (1996) managing diversity framework. A critical method- ological case study approach was triangulated through participant interviews, focus groups and observa- tions. The research identified three main factors that organisations must practice ensuring effective management of WWID; first, promoting workers’ well-being through specific HRM wellbeing practices; second, valuing difference among all employees; and third, developing purposeful intervention strategies to support the inclusion of WID. The ways in which WWID are integrated into the workplace are important in ensuring workers’ well-being and maximising their individual performance. We extend Thomas and Ely’s (1996) learning and effectiveness paradigm to include ‘plural voices in diversity man- agement’ at each stage of the paradigm and propose a re-calibrated model of HRM for WWID. Keywords: disability, diversity management, employee well-being, HRM Key points 1 The research identified three main factors that organisations have to practise to ensure effective management of WWID; first, promoting workers’ well-being through specific HRM wellbeing practices; second, valuing difference among all employees; and third, developing purposeful intervention strategies to support the inclusion of WWID. 2 The ways in which WWID are integrated into the workplace are important in ensuring workers’ well-being and maximising their individual performance. 3 We extend Thomas and Ely’s () learning and effectiveness paradigm to include ‘plural voices in diversity management’ at each stage of the paradigm and propose a model of HRM for WWID. Correspondence: Professor Timothy Bartram, School of Management, College of Business, RMIT, Melbourne, Vic. 3000, Australia; e-mail:
[email protected] Accepted for publication 25 April 2019. Asia Pacific Journal of Human Resources (2021) 59, 63–83 doi:10.1111/1744-7941.12230 © 2019 Australian HR Institute mailto: There is limited research on human resource management (HRM) and workers with intel- lectual disabilities (WWID) but a growing interest in how to improve the work experi- ences of this cohort of workers (Holmes and Fillary 2000; Meacham et al. 2017). This comes at a time when organisations are beginning to look in alternative places for talent to join their workforces to gain a competitive advantage; for example, studies have already outlined the key talents of individuals with autism (Baron-Cohen and Lombardo 2017). Research indicates that diversity management should incorporate an approach that values an employee’s individual strengths and incorporates those strengths to support their growth, inclusion, well-being and performance (Alc�azar, Fern�andez and S�anchez Gardey 2013; Lauring 2013; Lorbiecki and Jack 2000; Tatli 2011). Most organisations develop and implement HRM systems that assume workers do not have disabilities, often creating a disconnect between their espoused HR policies and practices in action (Akkerman, Kef and Meininger 2018). ‘Intellectual disability’ is characterised by significant limitations both in intellectual functioning and in adaptive behaviour as expressed in conceptual, social, and practical adaptive skills’ (Schalock et al. 2007, p. 118). Conditions can include Down syndrome, Prader-Willi syndrome and Fragile X syndrome. Employer understand- ings are limited as to how to best support WWID (McDermott and Edwards 2012). Past research and practice has focused on disability as a whole, rather than disability types (such as physical, intellectual and mental health) and the unique needs of those with these disabilities (Cavanagh et al. 2017). Transgender research, for example, has shown that the needs of transgender employees are vastly different from those of lesbian, gay and bisexual workers; however, these minority groups are often included under the same LGBT label (Ozturk and Tatli 2016). Therefore, we call for a greater understanding of targeted HRM approaches/strategies for smaller minority groups, such as WWID. Traditional HRM and management fail to consider the complexity of the relation- ships between WWID, their managers and co-workers within organisations (Brewer and Roccas 2001; Cook and Burke-Miller 2015; Flores et al. 2011). Guest (2017) argues that stresses related to work, and anxieties associated with the external environment, often impact employees’ overall well-being. He proposes an alternative approach to HRM that promotes a greater investment in employment relationships, workers’ well-being and, ultimately, individual and organisational performance. For workplace experiences to improve for WWID, managers have to create a better work environment (Meacham et al. 2017). This study is innovative because we develop a new model of HRM for WWID in open employment underpinned by a workforce diversity perspective. To do this, we use a criti- cal methodological case study approach and triangulate participant interviews, focus groups and observations across seven organisations. The purpose of this paper is to develop a model of HRM that uses a diversity approach to support and enable WWID. We also offer important practical insights into the development of HRM practices for managers across a number of sectors. Our overarching research question is: 1 How can organisations develop inclusive HRM systems for WWID? © 2019 Australian HR Institute64 Asia Pacific Journal of Human Resources 59 The paper is structured in the following way: first, we present a review of the key tenets of learning and effectiveness related to diversity; second, the methodology procedures of the study will be presented followed by the results, which will identify the main elements influencing diversity in the context of the research sites; finally, the conceptual and prac- tical implications of this research and avenues for future research will be discussed. Following the literature review, we expand our question base. HRM and WWID Current HRM approaches for WWID are not working, largely due to the lack of apprecia- tion for these workers and their potential for building a competitive advantage (Hartnett et al. 2011). This is often related to negative employer perceptions of WWID and fear of the legal ramifications associated with employing WWID (Cavanagh et al. 2017; Chi et al. 2018). This can be seen with other minority groups, such as transgender workers (Ozturk and Tatli 2016). Managerial attitudes and organisational HR approaches towards workers with disabilities are often significant barriers to employment (Akkerman, Kef and Meininger 2018; Scior 2011). Moreover, negative attitudes of colleagues often lead to unfa- vourable treatment of WWID in the workplace (Chi et al. 2018; Holmes and Fillary 2000). A growing number of organisations employ WWID as part of their corporate social responsibility (CSR) initiatives (Russo and Perrini 2010) but do not necessarily promote the well-being of workers (Guest 2017). Some organisations market themselves as CSR employers to reach internal CSR targets and comprise a percentage of their employee base with workers with disabilities (Font et al. 2012; Vuontisj€arvi 2006). Hart (2010) has been critical of the ethical reputations organisations proclaim and argues that CSR is often underpinned by a business case and managed through an organisation’s internal regula- tion system. WWID often feel ‘isolated and excluded from organizational social networks’ (Fujimoto et al. 2014, 518). An inclusive HRM approach can be achieved by building a competitive advantage through WWID and their unique skill sets (Bohdanowicz and Zientara 2009; Garay and Font 2012; Hart 2010), and by promoting their job satisfaction and well-being (Guest 2017). Diversity management and WWID The literature suggests that diversity management should take a strategic approach to valuing employees’ individual strengths for an organisational competitive advantage (Alc�azar, Fern�andez and S�anchez Gardey 2013; Kochan et al. 2003; Lauring 2013). Diver- sity management is defined as the utilization of human resource (HR) management practices to (i) increase or variation in human capital on some given dimension(s), and/or (ii) ensure that variation in human capital dimension(s) does not hinder the achievement of organizational objectives, and/or (iii) ensure that variation capital on some given dimension(s) facilitates the achievement of organiza- tional objectives (Olsen and Martins 2012, 1169). © 2019 Australian HR Institute 65 Timothy Bartram et al. Effectively managing workplace diversity is challenging for many organisations in that leveraging diversity whilst maintaining organisational performance is a weighted issue (Sippola and Smale 2007). The study identified a