In This Module You Have Learned About Ways Organizations

In This Module You Have Learned About The Ways Organizations Support

In this module, you have learned about the ways organizations support their people, whether it be within the workplace or the local community. In this discussion, you will evaluate business practices that are not considerate of employees and communities, brainstorm reasons why the practices may have been established, and consider how they can be improved. For your initial post, select one of the following practices to evaluate: employee pay is low; employee training is limited; employee benefits are minimal; there is little paid time off or sick time available. The workplace culture is described by employees as stressful, competitive, or alienating. A business doesn't give back to the local community in any way. A business outsources many of its suppliers even though many local suppliers are available. In your initial post, evaluate your selected practice by addressing the following questions: what general factors may have contributed to an organization or business implementing this practice? what are some potential negative repercussions of the practice on employees, the local community, or the business or organization? what benefits might employees, the local community, or the business or organization experience if a more people-friendly practice was incorporated? In your replies to at least two peers, address the following questions: what specific initiative, practice, or change to your peer's evaluated practice could improve community or employee support? what are the benefits and risks of implementing your suggested initiative, practice, or change? if you were the primary decision-maker, would you implement your suggested initiative, practice, or change? in other words, do you feel the benefits outweigh the risks? why or why not?

Paper For Above instruction

In examining business practices that are less considerate of employees and communities, low employee pay stands out as a significant issue. Several factors contribute to the implementation of low wages, including cost-cutting measures aimed at maximizing profits, competitive pressures within the industry, and a lack of regulatory enforcement or oversight. Many organizations prioritize short-term financial gains over the well-being of their employees, often viewing labor costs as a primary expense to minimize. Additionally, some companies operate under an organizational culture that perceives employees merely as cost centers rather than valuable stakeholders, leading to undervaluation of their compensation (Kalleberg, 2011). The broader economic environment, such as high unemployment rates, can also diminish employees’ bargaining power, further perpetuating low wages.

The negative repercussions of low employee pay are manifold. Employees earning minimal wages may experience financial stress, reduced morale, and decreased productivity due to a lack of motivation or feelings of being undervalued (Bryson et al., 2018). Financial insecurity can also lead to health issues and increased turnover, which inflates recruitment and training costs for businesses. Within the local community, persistent low wages can suppress overall economic growth, as employees have less disposable income to spend locally, thereby affecting small businesses and reducing community vitality (Hidalgo & Hernández, 2019). Furthermore, organizations that underpay their workers may develop a reputation for exploitation, impairing their brand image and stakeholder trust.

Conversely, adopting more people-friendly practices, such as fair wages, can generate numerous benefits. Employees receiving equitable pay are likely to be more motivated, loyal, and productive, which enhances overall organizational performance (Pfeffer, 2010). Improved remuneration can also foster a positive workplace culture characterized by respect and fairness, reducing turnover and associated costs. From a community perspective, higher wages increase household spending, stimulate local economies, and contribute to reducing poverty levels (Ferdman & Deane, 2014). For the organization, investment in employee well-being cultivates a stronger employer brand and can lead to better competitive positioning in the long term.

Addressing limited employee training reveals another significant aspect of organizational support. Companies often constrain training programs due to budget limitations, lack of strategic emphasis, or a focus on immediate operational needs (Bartlett et al., 2012). Sometimes, smaller or newer organizations may lack the infrastructure or resources to develop comprehensive training modules, which can hamper employee development and adaptability. The result—employees may feel stagnant, less engaged, or ill-equipped to handle evolving job demands, thereby impairing productivity and innovation (Bennett & Owers, 2016).

The consequences of insufficient training extend beyond individual dissatisfaction; they impact organizational competitiveness. Without proper skill development, organizations risk operational errors, increased safety incidents, and an inability to innovate effectively (Rajaraman, 2019). Within the community, limited training opportunities reduce local employment quality and diminish workforce resilience, especially in rapidly changing industries where technological upgrades warrant continuous learning (Garavan et al., 2018). Furthermore, lack of investment in employee growth signals a disregard for human capital, which can harm organizational reputation and stakeholder confidence.

Implementing robust employee training initiatives brings tangible benefits. Enhanced training programs improve employee competency, confidence, and engagement, ultimately leading to higher productivity and quality of work (Noe et al., 2017). Organizations that prioritize continuous learning foster a culture of innovation, adaptability, and long-term planning. For communities, businesses that invest in local workforce development contribute to economic sustainability and social cohesion. Skilled employees can attract more investment and partnerships, boosting regional economic growth (Billett & Stasz, 2015).

Furthermore, examining minimal employee benefits, such as limited paid time off or sick leave, points to a broader neglect of employee well-being. Business motives for these practices often include cost savings and pressure to meet aggressive productivity targets (Bakker & Demerouti, 2017). The organizational culture may valorize relentless productivity, disregarding the health implications for employees. Companies may also underestimate the value of rest and recovery in maintaining long-term worker health and performance (Grawitch et al., 2016).

The adverse effects of inadequate benefits are profound. Employees working with minimal sick leave or paid time off are more likely to experience burnout, stress-related illnesses, and absenteeism (Krekel et al., 2019). This not only diminishes individual health and job satisfaction but also reduces overall team efficacy and service delivery. The local community may suffer from decreased access to high-quality services if employees are overworked or frequently absent. For the organization, neglecting benefits can damage employer reputation, increase turnover, and lead to legal or regulatory risks if labor laws are violated (Kuhn et al., 2014).

Conversely, providing comprehensive employee benefits fosters a healthier, more motivated workforce. Paid time off, sick leave, and other benefits show respect for employees' needs outside work, leading to higher morale, engagement, and loyalty (Bakker & Demerouti, 2017). Organizations that embrace these practices often experience reduced absenteeism, improved productivity, and a resilient workforce capable of adapting to challenges (Grawitch et al., 2016). For the community, companies that invest in employee health and well-being contribute to social stability and economic sustainability.

Finally, the creation of a positive workplace culture is crucial. When employees describe their work environment as stressful, competitive, or alienating, organizational leadership needs to analyze underlying causes such as excessive workloads, lack of support, or poor communication. Addressing these issues requires deliberate efforts to foster inclusivity, collaboration, and psychological safety (Edmondson, 2018). Initiatives like establishing employee assistance programs, promoting work-life balance, and developing transparent communication channels can significantly improve organizational culture. These changes benefit employees by reducing stress and increasing engagement, and they reinforce organizational reputation as an ethical and people-centered employer (Cameron & Quinn, 2011).

In conclusion, the examined practices—such as low pay, limited training, minimal benefits, and a stressful culture—stem from organizational priorities focused on short-term gains or cost savings. However, these practices have considerable negative repercussions on employees, communities, and organizations, including financial hardships, reduced productivity, and reputational damage. Transitioning toward more supportive, people-focused practices can generate sustainable benefits, including enhanced employee morale, stronger community ties, and better organizational performance. As a decision-maker, I believe the long-term advantages of these reforms outweigh the short-term costs, making a compelling case for investing in a healthier, more equitable workplace environment.

References

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• Hidalgo, C. A., & Hernández, B. (2019). Income inequality and economic growth: Importance of local community support. Regional Economic Studies, 45(1), 45–59.
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