An analysis of difficulties in hiring developmentally challenged workers.
Written in 2006; 970 words; 7 sources; MLA; $ 34.95
Paper Summary:
The paper identifies some of the potential problems a company may have in hiring developmentally challenged workers, and makes recommendations for addressing those problems. It assesses corporate obligations under government regulations. The writer concludes that there is a place for handicapped workers in the business world, under certain conditions.
From the Paper:
"When it comes to integrating, training, supervising and empowering the more developmentally disabled, one mistake that could easily be made is to separate them, and isolate them from the rest of the work force. It is important that company guidelines, an employee handbook of regulations, and a staff meeting resolve the problems when a developmentally disabled person is hired and assigned to a specific group or division. The goal must be to create an effective work environment. Yes, some supervision may initially require lengthier training and adjustment time, but the eventual goal of any company willing, able, even anxious to give developmentally challenged workers an opportunity is to create an atmosphere of "human value management". "Human value management can be described in one short phrase: create value through and with people." (Fitz-Enz, 1990, p. 45) It must be clearly understood by managers, supervisors, as well as "ordinary" workers, that developmentally challenged co-workers are not being given job opportunities merely out of charity. They are able and willing to contribute. They are not "dummies", perhaps only slower to learn and adapt. It is important to communicate to every worker that these people were hired because they can contribute, but may need some help in "getting up to speed". It would be a good idea for the Human Resources Department to appoint one staff member to meet with the developmentally challenged workers on a regular basis as a means of listening to their problems, trying to solve them, and to praise them for valuable contributions to the overall product or services output. More than others, these workers need reassurance and the knowledge that management cares about their feelings, their problems, and their accomplishments."
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