Te Tiriti O Waitangi Policy And Workplace Wellbeing Guide

The Need for Diversity in the Workplace

Beyond gender equality, there several are other factors worth consideration in the of giving working opportunity to people in your Canterbury District Health Board in order to increase productivity, create a dynamic society and improve the ability to see and connect the world around employees. These differing factors include race, religion, sex, both mental and physical impaired, sexual orientation and status as whether a parent or not. When this factor are met such that in a meeting with CDHB workers in 2023, there is possibility of picking about four employees who falls in totally above different categories will be said to satisfy the EEO and diversity.

1. The authority responsible for approving my business case will fall under the hands of the managing director, the board of governors and human resource manager.
2. The beneficiary to gain from my proposal includes the current employees of CDHB and the entire community around.
3. To attain the EEO and diversity there will be a forum specifically for physically impaired to create job they are capable of performing to them.

1. Only a specified number of people from different races will be employed at any time. When this is clearly defined with regard of how any workers are currently present from a particular race then racism will be well dealt with and a stable mix of different workers race will be achieved.
2. Gender equality during employment offers. The employees from the different races should constitute of both men and women to balance the gender requirement.
3. Employees list should cut across all the religions. The fact that different people have different religions then this factor should be well considered and catered for to ensure almost every religion is represented in employees list.

 I recommend that during employment opportunities offer, the board concerned should have a clear list of how many people from a particular religion, race and their physical ability and from both genders will be employed in the various departments ( Barry, & Wilkinson,2016).

Assuming; CDHB want to employ seven staffs; then four of them should be of different gender from the other three. At least one should be physically impaired and almost all should be of different religions and different race. Poor employees mix, such that there is very common feature in them for example   that all of them are of the same religion, gender and race may lead to development of reverent behavior at work leading to lose of the working principle and formality in the organization, consequently, it then becomes to manage such an organization. This organization therefore ends up recording poor result.  However if CDHB applies the above mix it will be able to cub development of such behavior and therefore monitoring will be easy and thus assured.

The biggest cost of the recommendation I gave above is that it’s challenging to get qualified and willing people with the needed qualification to work with the CDHB who fall under the above distribution. When the above criteria is used it also puts the business under the risk of employing less qualified staffs and dismissing the qualified ones  in the name of practicing equal employment offers and diversity. All the same the recommendation will result to a better working environment and the workers will be able to appreciate the differences between the in color and gender or religion.  It will be all for good of the CDHB to ensure it sources its workforce form all sorts of life even from so regarded as indigenous people of Maori (Pettigrew, 2014)

Challenges of Implementing Diversity Policy

a. Putake / Rationale

For the purpose of ensuring social justice in the CDHB, the source of human power and staff members should include the New Zealand people of Maori. Their needs should be recognized and granted equal opportunities of participation both as citizens and workers of the CDHB to empower them to continue living in their own ways of life as the people of Maori (Greenberg, 2017, p189-204).

CDHB will be required to set clear commitment to realization of Te Tiriti o Waitangi on the basis of its policies and practices. There is a need to create a mutual understanding in CDHB in order to work well with the Maori people through ensuring that they are fully allowed to participate in all levels of work in the organization; that is both as labor source and management as well.

Culture

1. CDHB will be able to ensure that the Maori people have been granted equitable chances of stakeholders and give a hand in all levels of work in the organization
2. CDHB will be able to recognize the Maori people by organization through providing working environment that portrays interest to the culture and aspirations.
3. CDHB will be able to acknowledge Te Tiriti o Waitangi through incorporating its practices and practices in our constitution.

1. CDHB will demonstrate its commitments towards working with people from all sorts of life specifically the Maori.
2. It will lead to understanding our own ways of life and that of Maori, this will have a significant impact towards the improvement of Maori people effectiveness at work.
3. We will be able to develop and provide services in the favor of Maori culture in order to meet their needs and desires.
4. CDHB will ensure that Maori have equal chances of accessing our services.
5. CDHB will be able to include the Maori in processes of decision making.
6. CDHB will be able to do consultation with the Maori and share their understanding towards accomplishment of the common goals of work of our organization.

1. CDHB will conduct recruitment to the Maori people and source their work force
2. CDHB will make sure that it recruitment process and rules are conducive to the Maori and that they have an active inclusion in them.
3. Through this CDHB will be able to ensure that it provide a working environment that put the Maori culture into consideration to enable them undertake their duties at work and purse their Aspirations and interest.
4. CDHB will equip its Maori staffs with equal opportunity and support them to develop knowledge and awareness of their own culture.

Conclusion

In conclusion this comprehensive study has been an eye opener of how team members can suddenly change their behavior to bad one ones and thus failing the team. I have also learnt how I can analyze and respond to this and how I can evaluate the functionality of my response.

References

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Greenberg, J. (2017). Promote procedural justice to enhance acceptance of work outcomes. The Blackwell Handbook of Principles of Organizational Behaviour, 189-204.

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Loi, R., Hang?Yue, N., & Foley, S. (2006). Linking employees’ justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. Journal of Occupational and Organizational Psychology, 79(1), 101-120.

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McShane, S. L., Steen, S. L., & Tasa, K. (2009). Canadian organizational behaviour (p. 115). Toronto: McGraw-Hill Ryerson.

Pettigrew, A. M. (2014). The politics of organizational decision-making. Routledge.

Robbins, S. P., & Judge, T. (2014). Essentials of organizational behavior. Pearson,.

Rock, D. (2018, May). A neuroscience-based approach to changing organizational behaviour. In Healthcare management forum (Vol. 31, No. 3, pp. 77-80). Sage CA: Los Angeles, CA: SAGE Publications.

Wilson, F. M. (2018). Organizational behaviour and work: a critical introduction. Oxford university press.

Zayas-Ortiz, M., Rosario, E., Marquez, E., & Colón Gruñeiro, P. (2015). Relationship between organizational commitments and organizational citizenship behaviour in a sample of private banking employees. International journal of sociology and social policy, 35(1/2), 91-106.