200860: People, Work and Society - Report Writing - Management Assignment Help

Assignment Task:

1.1 An Introduction to this Unit 

’People, Work and Society’ draws on psychology and sociology to deepen participants’ practical human resource management (HRM) expertise. Designed for those aiming at careers as HRM professionals, participants will use HRM knowledge to develop policy and procedure that takes account of the psychology of individuals and groups as well as rising expectations for socially- responsible management. The complexities and rewards around managing diverse workforces receive particular attention. Through the challenge of real-world activities, participants are introduced to the difficult judgements that confront HRM professionals around people at work. 

Unit Learning Outcomes 

The table below outlines the unit learning outcomes (ULOs) for this unit. Upon completion of this unit, students will be able to: 

Outcome 

1 Identify the implications of individuals’ psychology, social change and diverse workforces for effective HRM practice 

2 Explain the importance of managing diversity for developing an inclusive and competitive workplace, relative to the challenges of social change and conflict 

3 Formulate policy and procedures that demonstrate HRM’s potential contribution to organisational social, economic and environmental sustainability 

4 Identify key aspects of work psychology and sociology in order to analyse the role of HR practitioners relative to the tensions between economic and socio-legal imperatives 

2. Approach to Learning 

People, Work and Society draws on psychology and sociology to deepen participants’ practical human resource management (HRM) expertise. Designed for those aiming at careers as HRM professionals, participants will use HRM knowledge to develop policy and procedure that takes account of the psychology of individuals and groups as well as rising expectations for socially- responsible management. The complexities and rewards around managing diverse workforces receive particular attention. Through the challenge of real-world activities, participants are introduced to the difficult judgements that confront HRM professionals around people at work. 

Scenario 

You have recently been appointed to the newly created position of Manager, Diversity and Inclusion, of DWRC, a large health and care organisation. DWRC employs approximately 9,000 employees throughout Australia in a range of locations and workplaces. The key business components of DWRC are health insurance, health services and aged care facilities. DWRC’s workforce includes a diverse range of occupational and professional groups. 

Your role was created following a diversity audit carried out last year. A key concern arising from the audit is that the overwhelming majority of DWRC’s culturally and linguistically diverse (CALD) employees are employed in positions ranked in the lowest pay scale categories. In many instances these CALD employees are over-qualified for the positions they hold. 

Since taking up your appointment you have also become concerned with the high turnover of junior employees in some of DWRC’s workplaces. You have heard rumours that there is a culture of bullying and harassment in these workplaces and that some of the employees who have resigned have made comments on social media suggesting that they were subject to sexual harassment by senior employees. 

To date, DWRC has enjoyed the reputation of an employer of choice and wishes to remain so. Consistent with this, DWRC seeks to increase the diversity of its workforce and foster an inclusive workplace culture. As Manager, Diversity and Inclusion, you play a major role in achieving this. 

Your key responsibility at this stage is to develop a diversity and inclusion policy that covers all employees of DWRC. The policy must assist in increasing the diversity of DWRC’s workforce and foster an inclusive workplace culture. In addition, the policy must address the concerns raised above with respect to CALD employees and workplace bullying and harassment. 

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