GROUP ASSIGNMENT COVER SHEET

STUDENT DETAILS
Student ID
Student name: Lê Nguyễn Uyên Nhi number: 23006239
Student ID
Student name: Nguyễn Trần Khánh Linh number: 23006184
Student ID
Student name: Võ Ngọc Đoan Trang number: 23006188
Student ID
Student name: Lê Hùng Khánh number: 23006285
Student ID
Student name: number:
Student ID
Student name: number:
UNIT AND TUTORIAL DETAILS

Unit name: Principles of Management Unit number: PM-T32324PWB-2

Tutorial/Lecture: Tutorial Class day and time: Thursday (15:30-17:30)
Lecturer or Tutor name: Ms. Tran Thi Huong Trang
ASSIGNMENT DETAILS

Title: Written report 1 - Tutorial 2.2

Length: Due date: 5/22/2024 Date submitted: 5/22/2024

DECLARATION
I hold a copy of this assignment if the original is lost or damaged.
I hereby certify that no part of this assignment or product has been copied from any other student’s work or
from any other source except where due acknowledgement is made in the assignment.
I hereby certify that no part of this assignment or product has been submitted by me in another
(previous or current) assessment, except where appropriately referenced, and with prior permission
from the Lecturer / Tutor / Unit Coordinator for this unit.
No part of the assignment/product has been written/ produced for me by any other person except
where collaboration has been authorised by the Lecturer / Tutor /Unit Coordinator concerned.
I am aware that this work may be reproduced and submitted to plagiarism detection software programs for
the purpose of detecting possible plagiarism (which may retain a copy on its database for future
plagiarism checking).

Student’s signature: Nhi

Student’s signature: Linh
Student’s signature: Trang
Student’s signature: Khanh
Student’s signature:
Note: An examiner or lecturer / tutor has the right to not mark this assignment if the above declaration has not
been signed.

TABLE OF CONTENTS

Summary..................................................................................................................................................3
Discussion Questions...............................................................................................................................3
4-13. What challenges could a manager face in the long-term management of disabled workers?... 3
4-14: What are the hotel’s advantages of having its workforce being comprised largely of disabled
workers? What are the potential drawbacks?......................................................................................3
4-15. In your opinion, would a performance imperative approach or a compassionate approach be
applicable to the management of disabled workers?.......................................................................... 4
4-16. What do you think managers can do to let disabled workers find the “right place” in an
organization? How can disabled employees help in this process? Explain........................................ 4
4-17: How can other companies be sensitized to recruit more disabled workers? According to you,
how would Albergo Etico inspire them? Explain............................................................................... 5
References................................................................................................................................................ 5
 Summary

The "An Ethical Hotel Where Disabled People Can Find Their Way" case study analyzed the
Albergo Eticon ( Ethical Hotel) which used mostly disabled workers as their main workforce. At
present, the hotel hosts the Academy of Independence where people with disability can stay, work
and get educated for three years. Moreover, the hotel employees create an atmosphere of trust and
unity with the help of interns by improving their knowledge about the hotel operations. However, the
hotels find it difficult to meet clients’ needs in totality, more so where people with disabilities are
concerned while considering their physical stamina levels. To overcome this situation, by partnering
with local sports facilities, the hotel offers regular sports and massage therapy to impaired workers to
ensure their physical and mental health. Albergo Etico's programs illustrate how you can manage
employees with disabilities based on performance standards rather than empathy or adherence to
laws and rules.

Discussion Questions

4-13. What challenges could a manager face in the long-term management of disabled
workers?

For a long period, managing workers with disabilities poses several difficulties because more factors
such as ensuring accessibility, addressing changing needs, and promoting communication and
collaboration,... need to be taken into consideration to sustain an inclusive environment for the
disabled. The challenges of accommodating and ensuring disabled workers' advancement potential
require managers to create a workplace that is accessible and inclusive. This was proven by a survey
made by the Office of Disability Employment Policy - an agency within the U.S. Department of
Labor - stated: “The actual cost of accommodation and lack of advancement potential are the top two
cited challenges to advancing employees with disabilities, regardless of company size, far surpassing
attitudes of customers, co-workers or supervisors.” Some problems regarding accommodation are
physical workplace modifications, assistive technology, or training and support. Unconscious bias,
limited growth opportunities, stereotypes, and misconceptions are some other examples of the aspect
of advancement potential. In addition, communication problems with disabled workers can present
unique challenges that require understanding and proactive strategies. Common communication
issues may include difficulties in understanding instructions, challenges in expressing needs or
concerns, or barriers related to sensory or cognitive disabilities.

4-14: What are the hotel’s advantages of having its workforce being comprised largely of
disabled workers? What are the potential drawbacks?
The benefits of hiring disabled workers for hotels include the fact that their employment retention
rates are typically high, so the allocation for recruiting and training replacement employees can be
significantly reduced (Fisher & Connelly, 2020). Additionally, this model may attract more visitors
who are curious about how a hotel with a significant number of disabled staff members may run
efficiently, which may raise overall income. Employing people with disabilities can also assist hotels
meet its moral and legal commitments to advance inclusivity and diversity. Additionally, it can
enhance a business's standing with clients and show its dedication to social responsibility (Lindsay et
al., 2018).
In terms of the potential drawbacks, since people with disabilities will not be in good health, so
hotels will have to allocate more budget on the insurance and healthcare periodically. Moreover, the
productivity of the workforce as a whole can be negatively affected since the work produced by
those with impairments will be of lesser quality than that of regular employees.

4-15. In your opinion, would a performance imperative approach or a compassionate approach

be applicable to the management of disabled workers?

In my view, a compassionate approach is appropriate for people with disabilities. Here's why:

Focus on Individual Needs: The hotel prioritizes understanding and catering to the specific
requirements of each disabled worker [1]. This personalized approach aligns more with compassion
than a performance-driven strategy.

Supportive Environment: Open communication, mentorship programs, and a focus on both personal
and professional development create a supportive atmosphere . This fosters trust and well-being,
which are crucial for effective performance.

Positive Outcomes: The hotel's success in staff development and positive work environment suggest
that compassion can lead to strong performance .

While a performance imperative approach emphasizes achieving specific results, a compassionate

approach can achieve similar outcomes by fostering a work environment where disabled workers feel
valued, supported, and empowered to perform their best.

Additional Points to Consider:

Balance is Key: A compassionate approach doesn't negate the need for setting clear expectations and
performance goals. However, achieving them should be done with flexibility and an understanding of
individual needs.

Performance Can Vary: Disabilities can impact an individual's work style or pace. A compassionate
approach acknowledges this and focuses on maximizing potential within each worker's capabilities.

In conclusion, while the passage doesn't definitively say which approach is superior, the evidence
suggests that a compassionate approach, as implemented by Albergo Etico, can be highly effective in
managing disabled workers and fostering a successful and inclusive work environment.

4-16. What do you think managers can do to let disabled workers find the “right place” in an
organization? How can disabled employees help in this process? Explain.

Managers play an important role in assisting disabled workers in finding the “right place”. They can
create barrier-free infrastructure ensuring that all the physical structures are accessible to disabled
people and provide disabled employees with supportive work culture. Some employees feel that they
cannot develop their personal and professional abilities by themselves. Therefore, managers must
provide structured training programs that assist the employees in building their skills and having an
advance in their careers. Specifically, according to John Grant (1978), Manpower Service
Commission (MSC) started a campaign to encourage the managers to maximize the potential of
workers with disabilities. In addition, managers should raise concerns about the physical and mental
well-being of disabled employees. It means that they can facilitate disabled people to practice many
sports and massage therapy to strengthen their muscles by creating alliances with nearby sport
centers. On the other hand, disabled employees can help in the process by building relationships and
cooperation with other employees. They can actively engage in discussion with all the workers to
build a support system within an organization. Sally Lindsay, Elaine Cagliostro, Mikhaela Albarico,
Neda Mortaji & Leora Karon (2018) illustrated that disabled workers brought the successes for the
organization by increasing the profitability and competitive advantage. Through mutual support,
managers and disabled employees can promote the development of an organization.

4-17: How can other companies be sensitized to recruit more disabled workers? According to
you, how would Albergo Etico inspire them? Explain.
It is important for other businesses to understand the advantages of having a diverse workforce,
whether it be for people management, organizational performance, or strategic reasons. Employing
people with disabilities, for instance, may develop into a viable marketing tactic and competitive
advantage. In addition, we might discover unexplored markets and new potential clients. And for an
organization, the company might overlook some potential opportunities if the disabled are unable to
hire.

In my opinion, Albergo Etico has played an important role in many organizations as a testament. It
also seems to be pioneering some new ways of hiring with a diverse workforce. Since Albergo Etico
has been so successful in managing its staff, I firmly believe that it can create an ideal model for
other organizations that are reluctant to hire people disabled workers because other companies or
competitors are always learning and applying what we have done so successfully in order to achieve
the same level of success.

References

Alemany, L., & Vermeulen, F. (2023). Disability as a Source of Competitive Advantage. Harvard
Business Review, 101(7-8), 106-115.

Cowles, Megan, et al. “Compassion-Focused Therapy for Trauma in People with Intellectual
Disabilities: A Conceptual Review.” Journal of Intellectual Disabilities, vol. 1, no. 1, 14 May 2018,
p. 174462951877384, https://doi.org/10.1177/1744629518773843.

Domzal, C., Houtenville, A., and Sharma, R. (2008). Survey of Employer Perspectives on the
Employment of People with Disabilities: Technical Report. Office of Disability and Employment
Policy, U.S. Department of Labor

https://www.dol.gov/sites/dolgov/files/ODEP/research/SurveyofEmployerPerspectivesonEmplofPW
D_FINAL.pdf
Fisher, S. L., & Connelly, C. E. (2020). Building the “business case” for hiring people with
disabilities: A financial cost-benefit analysis methodology and example. Canadian Journal of
Disability Studies, 9(4), 71-88.

Grant, J. (1978). Helping the Disabled to Develop Their Talents. Managerial L., 21, 1.

Kaye HS, Jans LH, Jones EC. Why don't employers hire and retain workers with disabilities? J
Occup Rehabil. 2011 Dec;21(4):526-36. doi: 10.1007/s10926-011-9302-8. PMID: 21400039;
PMCID: PMC3217147.

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3217147/

Lindsay, S., Cagliostro, E., Albarico, M., Mortaji, N., & Karon, L. (2018). A systematic review of
the benefits of hiring people with disabilities. Journal of occupational rehabilitation, 28, 634-655.