Organisation behaviour individual Assignment

  • Category:
    Other
  • Document type:
    Case Study
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1189

Divergence and Inclusion of Woolworth workforce

Introduction

Woolworths is the leading job opportunity provider in the retail outlets, having employed over 190,000 members in Australia satisfying employment opportunities ranging from operators in managerial positions, night service assistants and inclusion of persons with disabilities to suit their needs in work places, capturing the wide range of employment diversity. It is through DWA partnership with Woolworth that has brought tremendous traction in the head count absorbed in Woolworth human resource of 285 persons with disability and from DWA cordial working relationship with Woolworth that there has been creation of more opportunities for people with disabilities. This has led to Woolworth scooping awards on diversity and inclusion of persons with disability, in committing to assist people with disabilities.

It is out of informal hierarchical system in Woolworth that the management realized that they failed to come up with inclusion and diversity strategies to incorporate needs of the business such as efficient communication with its employees and the need to know their employees on a personal level so as to achieve maximum application of motivational methods in the chain of stores (MacEachen 142).

I will look at organizational behavior concepts that management come up with, impacts on employee motivation on persons with disability.
I will also evaluate the various techniques practiced by the organization and the management team to motivate the disabled employees and as well dwell on the perspective of employees of Woolworth and the community.

How Persons with Disability Drive Productivity and Performance

Woolworth noted that persons with disability included into the workforce enhance creativity due to the diversity of the working teams which become more creative and there is minimal tendency to unilateral views and it encourages groupthink. The business views on inclusion of diverse teams as an employer provides a strong chain store asset. The great job opportunity provider in Australia inscribed that persons with disability give extensive base of experience where the organization can draw solutions to organizational problems, further implement business strategies that are commercially beneficial.

They have also brought fresh perspective in decision making process. The standpoints expressed by Persons with disabilities often depict the uniqueness in their life experience. They challenge assumptions, spur higher level of analyzing strategies, business decisions and processes that are critical to business performance (Burke 122). Employees with disabilities also drive the evolvement of new services by offering valuable insight of customer needs with disabilities and can help the employer in product modifications and services which are appealing to the rapidly expanding market of chain stores.

Woolworth linked its improved workplace productivity by how employees with disabilities become flexible and accommodating in working environment creates beneficial attributes for other employees as well, thus achieving high productivity and performance levels. In turn this spurs improvement of job satisfaction and employee morale in the organization which supports employment practices that are fair, inclusive of corporate culture and strong workplace ethics (Gelfand 87). This has made employees happy in turn improving customer satisfaction, strengthening customer loyalty and create high profit for Woolworth chain stores.

Employees with disabilities have strong support network. Since they are pre- screened and trained with support service provider such as DWA the employer gets the advantage of acquiring a team of skilled professionals who assist on how to accommodate and integrate employees with disabilities with the rest of the working team in the chain stores. Apart from being granted skilled professionals by the specialized agencies the persons with disability skills will offer useful services that include training, wage subsidies, job coaching and workplace supports.

Organizational Behavior on Persons with Disability

Woolworth human resource tends to persuade the question of productivity. Due to how large the workforce is diverse, Woolworth appears to be highly susceptible to believe disability is associated with productivity in business risk (Bently 54). These results over scores the importance of understanding and raising concern of employer expectations. Job matching and design are important elements a persuasive business case for Woolworth.

Perceived cost of workplace modifications

There are obvious differences in attitudes associated with modification cost of workplace, pegged on employer size in this case Woolworth display less sensitivity to potential upfront costs linked with disability (Bruyere 76). Woolworth highlighted the awareness of financial assistance from specialized agencies dealing with persons with disabilities.

Motivation

As a large retail chain store it is always strategic to motivate staff. As many employers seek to cut the budget allocation for recruiting and training staff, they are forced to retain or employ skilled and talent employees to ensure continuity of the business and that it remains competitive in future. Sustaining an employee in a working environment to their ability best is the greatest achievement of employee motivation. There are various methods to keep employees motivated in the scope their charged with. Management of Woolworth was of the opinion that the low quality service was associated with lack of motivation this lead to knock on effect of the quality of work delivered, which resulted to denting of the chains store image and poor customer feedback.

Through identifying individual needs in the workforce helps management to come up with their methods that will increase productivity of individual employee. By applying Maslow’s Hierarchy of needs, it was easy to profile employees especially persons with disability by management. It is with deeper understanding of employees profile that employer assess employees needs and desires of their job. It is not order to assume that financial reasons are the only driving factors of motivation, there is more to that where employees are willing to pursue a job and verge it into a career. If management identifies such needs, the opportunity to develop employees presents itself by handing engaging scopes, which will motivate employees and in turn generate more revenue to the organization.

Conclusion

As much as Woolworth has achieved encouraging results as it appears today, disability is not a major obstacle in integrating of the rest of regular employees to achieve collective fulfillment. However it is of much importance to protect the rights of workers to achieve independence. Those persons captured in sheltered employment such as persons with disability have inborn traits that should be viewed in a broader perspective such as a government law enforcements to compensate their impairment and become a means of self-fulfillment and liberation (Schneider 87). If Woolworth’s management takes the incentives founded on motivational methods in which performance is pushed by set objectives and engaging staff regularly to agree on objectives and goals is substantial motivational effect to its workforce.

Works cited

Barnes, Disability, work and disability politics in the 21st century. Critical Social Policy,

(2000):17-22

Bricout, J.& Bently, Disability status and perceptions of employability by employers, (2000): 54

Bruyere S, Managing disability in the workplace. Equal Opportunities Review, (2000): 76

MacEachen E, Clarke J, Franche RL, Irvine E. ,A Systematic Review of the Qualitative

Literature on Return to Work After Injury, (2006): 142

Burke RJ and Cooper CL, The Human Resource Revolution: Why Putting People First

Matters,Oxford, UK, (2006): 114- 122

Gelfand MJ, Nishii LH, Raver JL and Schneider B. Discrimination in Organizations: An

Organizational-Level Systems Perspective, Cornell University, (2007): 83- 97