The paper "Disability in the Workplace" is a great example of business coursework. The disabled employee faces many barriers in the workplace that prevent them from being as productive as their able colleagues. According to NICE (2009), the barriers to the productivity of disabled workers can be summed up into Physical accessibility barriers, Information Technology accessibility barriers and most profoundly attitudinal accessibility barriers. By implementing timely diversity and equality interventions these barriers can be overcome. This essay studies how diversity and equality interventions are able to address the barriers that face disabled individuals in the workplace. Equality Intervention Workplace Disability Policy The presence of workplace disability policies and the procedure can go a long way in addressing barriers faced by disabled employees (WHO, 2005).
This is especially true when disabled employees are facing stigmatization. The organization can analyze prevalent disability issues and how it will be handled once they occur in the organization. An organizational health policy can then be put in place with strategies to assist disabled workers (Krupa, 2007). The policy should be formulated with input from all relevant disability stakeholders including employees, labour unions, disability rights groups and disabled employees.
A clear disability policy will provide clear guidelines to the return to work process of injured employees (Schur, Kruse and Blanck, 2005). An organizational policy for a disability should be carefully considered to avoid further stigmatizing disabled employees. Accident Prevention and Safety Programs One diversity and equality intervention that can be implemented in the workplace for the benefit of disabled workers is an accident and safety program. With this program in place, further injury to disabled workers will be avoided (Williams and Westmorland, 2002).
A worksite for disabled workers should have a safety department or a committee dedicated to ensuring workplace safety. The department should handle all investigation into injuries and accidents. In case disabled people suffers a further injury they are assured they will get immediate and prompt attention. Where workers with a disability know they are working in a safe environment where there are unlikely to be absent from work or quit working (Williams and Westmorland, 2002). Occupational Ergonomics Ergonomics aims at fitting the employee workstation or work position to the particular individual (Leyshon and Shaw, 2008).
The tasks designed for an individual always fits the particular individual’ s ability. Through ergonomics, the risk of further injury to disabled persons is greatly minimized. Ergonomics accommodate disabled workers in the workplace and help them fit in more easily. However, Ergonomics goes beyond the accommodation of disabled workers in the workplace (Krupa, 2007). Through ergonomics, the workplace is designed to optimize employee residual work capabilities. With a work environment that is ergonomically enhanced performance of disabled individuals is optimized (Leyshon and Shaw, 2008). Early Intervention and Monitoring Intervening early and monitoring the recovery process of a disabled worker can accelerate the return to work process (Williams and Westmorland, 2002).
The initial disability causing injury is assessed at the earliest time possible. Worker-centred monitoring aims to handle the psychosocial, physical, economic, occupational and family needs of the employee (Krupa, 2007). This intervention supports the disabled worker by providing medical care information, information of workplace accommodation and other resources that may prepare the employee psychologically for a faster return to the workplace. The disabled worker is always in close contact with the worksite Disability Management Coordinator who monitors his medical progress and his achievement of the return to work objectives (Krupa, 2007).
Early intervention and monitoring can assist workers to overcome the psychological barrier to return to work as they feel they are more valued by the organization.
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