Disability in the Workplace - Coursework Example

Running Head: Disability in the Workplace Disability in the Workplace Name Course Lecture Date Introduction Disabled employee faces many barriers in the workplace that prevent them for 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 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 they 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 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 further injury they are assured they will get immediate and prompt attention. Where workers with 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 to 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 accommodation of disabled workers in the workplace (Krupa, 2007). Through ergonomics the workplace is designed to optimize an 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 overcome the psychological barrier to return to work as they feel they are more valued by the organization. Transitional Work Options A successful transitional work program can help disabled workers overcome some of the barriers to their employability (Krupa, 2007). A flexible and creative job design team can help create a highly effective transitional work program. Transitional work is defined as a combination of functions, tasks and jobs which allow a person with functional restriction to work for pay safely without compromising his safety and that of colleagues (Williams and Westmorland, 2002). Transitional work options may involve a modification of the employees designated job which are changed overtime to reflect the employee health progress. Effective transitional work program is based on an objective evaluation of the disabled workers functional disabilities and the physical demands of the job. With increase in the worker’s capacity, the transitional job is modified accordingly (Williams and Westmorland, 2002). Transition work accommodates the employee’s functional shortcomings and allows the employee to gradually increase their work capacity. . Return to Work Coordination Return to work coordination is as effective as any other intervention in helping disabled employee overcome their functional limitations (MacDonald-Wilson et al, 2002). Levels of coordination include the worksite or internal coordination, external coordination with rehabilitation services, medical care providers and labour representatives. Return-to-work coordination factors in the employee disability and the work environment. Worksite accommodation This intervention is informed by the need to reduce physical barriers to a disabled person ability to work. It involves adjustments or modifications to the job site, the job or the way the job is performed. Job accommodation allows disabled people to work safely and with minimum support from other employee. According to MacDonald-Wilson et al (2002), Job accommodation have been done informally for a number of years, However organizations need to have formal policies on job accommodation to ensure the rights of disabled employees are protected. The cost of making a worksite accommodation is negligible. JAN (2013) reported that most organizations that made modifications for disabled employees reported incurring little or no cost. Out of 610 respondents 58% reported that worksite accommodation for the disabled cost them nothing. 36% reported that the cost incurred in making the adjustment were one-off. Only 4 per cent reported that the workplace accommodations they had made were a combination of annual and one-time costs. Most employers say that it was only $500 dollars more costly to accommodate a disabled employee in the workplace. Interestingly all the employers interviewed by JAN (2013) reported that the accommodations were effective. 76 per cent of admitted the accommodation were either very effective or extremely effective. The JAN (2013) report also provided a summary of situations where workplace accommodations were made to help disabled workers to overcome employability barriers. Example one involves an employee who had food allergies and developed breathing problems when other employee used the office microwave. The worker suggested that the employer give a separate office and allow her to work from home. However, the employer opted to remove the microwave from the office. This accommodation enabled the employee overcome his breathing problems and cost the employer nothing. In another example, a warehouse worker’s ability was limited by chronic pain while performing his job of lifting and moving materials (JAN, 2013). The employers purchased a $600 material lift and were able to retain the employee. The organization’s action was also an indication of goodwill to other employees if they faced a similar situation. In another case, a college teacher lost his vision as a result of Glaucoma (JAN, 2013). He had difficulties navigating around the school and could not efficiently enter grades in the computer system. The organization accommodated him by purchasing a new tablet computer which allowed her to enter the scores in an enlarged grid. The employer also installed a mirror in the centre of the classroom to enable the teacher to move more easily in the classroom. The employee was thus able to overcome her eyesight disability and offer better service to the school. The employer put the cost of this intervention at $1000 (JAN, 2013). In another situation a computer programmer was unable to maintain full productivity for long hours due to carpal tunnel syndrome (JAN, 2013). To accommodate the employee, the organization purchased speech recognition and touch screen software for the programmer’s computer. The programmer said the intervention limited his symptoms and he became more productive. The total cost of this accommodation was 1,800 (JAN, 2013). Flexible working hours Flexibility in working hours can be one of the most effective interventions in helping disabled employees overcome employability barriers. Alteration to a disabled employees working hours may be required to allow them time to rest, to attend treatment and for psychological reasons (Varekamp et al 2005). A disabled person needs more time off the job to attend rehabilitation training. If disability worsens an employer should be ready to provide more time for medical care and rehabilitation. A disabled person also needs more frequent breaks from work to recover from fatigue (Varekamp et al 2005). Disabled workers find ordinary task more physically exerting than able bodied employees and thus are more likely to suffer from fatigues. Organizations should allow disabled employee to work at home or arrive at work at times where they do not have to travel during rush hours. Varekamp et al (2005) advises for a phased return to work, where the disabled employee begins by working for just a few hours and later the working hours are adjusted as capacity to perform improves. Sometimes employers have to factor in the mental state of disabled employees. Sometimes disabled employee may fail to report to work as result of depression (Varekamp et al 2005). Sometimes the employer and doctor may not be aware. It is important for employers to understand the reasons for absenteeism and make appropriate adjustments for the disabled employee. Training for other employee An equality intervention to educate people on disability can go a long way in reducing attitudinal accessibility barriers for disabled individuals in the workplace. First, it can enhance the commitment of management in implementing the organization’s disability policy. According to Foster (2007), educational disability educational initiatives should factor in the complexity of disability problem and available organizational resources. Conferences, seminars and other educational initiatives will enhance supervisors and employees knowledge of the occupational implications of disability. One such education initiative is the Disability Equality Education. According to Foster (2007) disability does not arise from the functional limitation of a disabled person. Rather disability is the result of discrimination, oppression, social restriction and exclusion that disabled people are subjected to. DET is based on this social model of disability. Disability Equality Education (DET) in the workplace will enable the removal of the barriers that prevent the full participation and inclusion of disabled people in the workplace. In the context of the workplace, DET will go a long way in changing negative attitudes and the stigmatization of disabled people that occur in the workplace (Kuno, 2009). DET aims to enhance the understanding of disability as a social issue rather than a medical one. DET training in organizations will enable them develop concrete actions that can enable them break down the barriers that face disabled people in the workplace. The aim of DET is to initiate change in attitudes towards disability and inspire people to take action to break down the barriers facing disabled people. Employees in an organization which has received DET training become agents for social change (Kuno, 2009). DET aims to influence actions and the sense of values towards disability. DET points at mistakes individuals have made in dealing with disabled people and thus influence them to take alternative and corrective action (Kuno, 2009). DET lets people have a logical view of disability and shows them why they should take affirmative action to prevent the discrimination of disabled people. The ultimate goal of DET is to initiate an internal reflection process in participants and help then reconsider their position on disability (Kuno, 2009). The objectives of DET indicate the impact DET can have on removing barriers facing disabled employees (Kuno, 2009). First, DET aims to change the perception that disability is an issue of a person’s functional limitation but rather an issue of equality, discrimination and denial of rights. Secondly, it aims to illustrate the causes and mechanism that give rise to disability (social oppression) and how they can be addressed. Thirdly, it reduces the emphasis on functional limitation through simulation exercises that is common with other types of disability education. DET can thus enable organizations overcome stigma one of the biggest barriers to effective participation of disabled employees in the workforce. DET will enable employee clearly understand a disabled employee strengths and limitation and thus secure their support for worksite accommodations (Mizzoni & Kirsh; Krupa, 2007). DET education can be combined with an internal communication campaign to raise awareness of disability and curb associated stigma (Michalak et al, 2007). Specialized training for supervisors is necessary if stigma against the disabled is to be overcome. Studies emphasize the profound role of stigma in hindering the productive participation of disabled employees in the workforce (Michalak et al., 2007). Studies have shown that Stigma plays a great role in determining whether employees or supervisors will offer support to the stigmatized individual (Mizzoni & Kirsh, 2006; Michalak et al., 2007; Saint-Arnaud et al., 2006) Conclusion The full participation of disabled individuals in the workplace is hindered by several barriers. This paper shows how several equality interventions including organizational disability policy, ergonomics interventions, worksite accommodation, flexible working hours, transitional work, and return to work coordination are able to break down the barriers facing disabled individuals in the workplace. Stigma is noted as a formidable barrier to disabled individuals participation in the workforce. Educational initiatives targeting employees and supervisors like DET can effectively combat stigma and change attitudes about disability which will inevitably influence the other equality interventions discussed in this paper. It is especially important to make sure that supervisors and senior executive have a good comprehension of disability issues in the workplace and the importance of the equality interventions. References Foster, D. (2007). Legal obligation or personal lottery? Employee experiences of disability and the negotiation of adjustments in the public sector workplace.Work, Employment & Society, 21(Williams and Westmorland, 2002), 67-84. Job Accommodation Network, JAN (2013). Workplace accommodations: Low cost, high impact. Retrieved from http://AskJAN, 2013).org/media/lowcosthighimpact.html Krupa, T. (2007). Interventions to improve employment outcomes for workers who experience mental illness. Canadian Journal of Psychiatry, 52(6), 339-345. Kuno, K. (2009). 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