Disability as a Diversity Factor: Implications for Human Resource Practices

Abstract

Based on important findings from the four investigations in this special issue, this article discusses strategies that Human Resource Development (HRD) and Human Resource Management (HRM) personnel can use to minimize the unlawful termination of employees with disabilities and thereby preserve the diversity they bring to the workforce. HRD and HRM practitioners are constantly faced with the challenges of managing diversity given the rationale that a diverse workforce is more productive and more representative of the American population (Selden & Selden, 2001). Lack of awareness of the various forms of disability and of diversity management skills—key skills a good HRD practitioner ought to have—often results in conflict and mistrust, all of which can lead to failure to achieve individual, process, and organizational performance goals (Kochan et al., 2002). Diversity management, therefore, must take into consideration the various forms of disability—physical (mobility impairment and chronic illness), sensory (visual and hearing impairment), cognitive (mental retardation and learning disability), and emotional (depression and other psychological conditions)—as they interact with different (a) workplace demands and tasks; (b) attitudes and expectations of employers and coworkers; and (c) perceptions of people with disabilities themselves. To manage disability as a diversity issue, it is imperative that HRD and HRM practitioners, employees, management, and organizational leaders understand the meaning of disability as a diversity factor in the workplace and the potential impact of disability on critical HRM and HRD practices related to job retention and termination.

Reducing workplace bias toward people with disabilities with the use of imagined contact

“…A major societal challenge is, and has been, creating and sustaining peaceful relations among different social groups (Crisp & Turner, ; Hewstone, Rubin, & Willis, ). Focusing on the context of organizations, a key challenge has been to manage a diverse workforce, ensuring productivity and a workforce that adequately represents the community and complies with nondiscriminatory laws (Nafukho, Roessler, & Kacirek, ). One of the key theories that aimed at understanding and reducing intergroup bias is intergroup contact theory (Allport, ; Pettigrew, ).…”

The Role of Human Values and Relations in the Employment of People with Work-Relevant Disabilities

“…Employers generally expect more absenteeism and lower productivity from people with a work-relevant disability (Van Petersen, Vonk, & Bouwmeester, 2004), which can make them reluctant to hire people with a disability (Winsemius & van Houten, 2010). Insight is growing, though sporadically, that, on the other hand, hiring people with a work-relevant disability is one of the aspects of increasing workplace diversity (Ball, Monaco, Schmeling, Schartz, & Blanck, 2005;Muyia Nafukho, Roessler, & Kacirek, 2010). This diversity, in its turn, increases the creativity of the company by having different kinds of people in the organisation.…”

The Roles of Human Resource Development in Developing the Whole Person with Disabilities: A Conceptual Model

“…At the same time, persons with disabilities are less likely to have a job (Nafukho, Roessler, & Kacirek, 2010). Younger workers especially face this challenge (Nafukho et al, 2010). Human resource development researchers have examined factors related to persons with disabilities; however, the research tends to be fragmented.…”

“…This article identifies three attitudinal outcomes and seven factors that may influence these outcomes in this domain. DOI: 10.1002/piq Performance Improvement Quarterly ♦ Are less likely to be employed (Nafukho et al, 2010). ♦ Are less likely to develop the experience to obtain jobs and promotions, especially younger workers (Nafukho et al, 2010).…”

“…DOI: 10.1002/piq Performance Improvement Quarterly ♦ Are less likely to be employed (Nafukho et al, 2010). ♦ Are less likely to develop the experience to obtain jobs and promotions, especially younger workers (Nafukho et al, 2010). ♦ Often feel isolated in the workplace and miss the socialization available to others, thus hindering their career advancement (Foley & Ferri, 2012).…”