Socialization of people with disabilities in the workplace

Kulkarni, Mukta; Lengnick‐Hall, Mark L.

doi:10.1002/hrm.20436

Cited by 100 publications

(97 citation statements)

References 59 publications

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“…Finally, some research, as indicated earlier, shows that those with a disability may prefer homophilic ties and approach similar others more for advice and social support (Kulkarni & Lengnick-Hall, 2011). Overall, similaritybased preferences or homophily may leave those with a disability on the social margins within majority groups, and thereby, negatively influence their career advancement.…”

Section: Homophilymentioning

confidence: 88%

Social Networks and Career Advancement of People With Disabilities

Kulkarni

2012

Human Resource Development Review

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Although organizational social networks are known to influence career mobility, the specific direction of this influence is different for diverse employee groups. Diversity in organizational network research has been operationalized on various dimensions such as race and ethnicity, age, religion, education, occupation, and gender. Missing in this stream of research are application and implications of social networks as they influence career advancement of people with disabilities. The objective of this conceptual article is to outline how social network characteristics such as network density, multiplexity, cohesiveness, and homophily influence career advancement of individuals with a disability. The author concludes by proposing that human resource development professionals can engage in structured socialization programs, network audits, focused training, and the creation of an inclusive climate to ensure that social networks do not pose a deterrent to career advancement of minorities such as people with a disability.

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Section: Homophilymentioning

confidence: 88%

Social Networks and Career Advancement of People With Disabilities

Kulkarni

2012

Human Resource Development Review

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“…In other words, the more flexible an organization is, the more likely it seems that it does a good job in recognizing, approving, and implementing custom‐made unbureaucratic solutions, which seems particularly important for employees with disabilities. In line with this argument, Kulkarni and Lengnick‐Hall () identified the provision of work and time flexibility as one central practice empowering people with disabilities and helping them to adjust more successfully to an organizational context.…”

Section: The Moderating Role Of Perceived Flexibility For the Relatiomentioning

confidence: 98%

Job Satisfaction of Employees with Disabilities: The Role of Perceived Structural Flexibility

Baumgärtner

Dwertmann

Boehm

et al. 2014

Human Resource Management

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With this article we contribute to the inclusion of employees with disabilities in the workplace. Based on Stone and Colella's (1996) model of factors affecting the treatment of employees with disabilities in organizations, we concentrate on the investigation of job satisfaction as a focal affective response. Besides examining job satisfaction differences between employees with and without disabilities, we focus on perceived flexibility as an organizational boundary condition, arguing for its influence on the job satisfaction of employees with disabilities. We introduce perceived centralization and formalization, representing different indicators of flexibility, as moderators of the disability–job satisfaction relationship. Regression analysis using data from 110 small and medium‐sized companies with 4,141 employees reveals that employees with disabilities are less satisfied than their colleagues without disabilities in highly centralized environments. As predicted, a decentralized organizational context relates to higher job satisfaction levels for all employees, but especially for those having a disability. Contrary to our hypothesis, perceived formalization does not significantly influence the relationship between having a disability and job satisfaction. However, our results clearly indicate the need for companies and especially human resource departments to better adapt to the needs of people with disabilities by creating flexible working environments. © 2014 Wiley Periodicals, Inc.

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“…A recent study by the United Nations found that exclusion of people with disabilities from the workforce costs 3-7% of Gross Domestic Product in some developing countries (Buckup, 2009). To date, research in relation to inclusion of people with disabilities in organizations has focused on: (1) work treatment through formal and informal HR interventions such as training, education, mentoring opportunities, job suitability ratings and socialization process Veiga, 2001, 2006;Campolieti, 2009;Colella, 2001;Florey and Harrison, 2000); and (2) work accommodation of employees with disabilities from the perspectives of managers, co-workers and people with disabilities (Hunt and Hunt, 2004;Kulkarni and Lengnick-Hall, 2011;Mclaughlin, Bell and Stringer, 2004;Stone and Colella, 1996). Current organizational prescriptions therefore include: (a) recruiting, selecting, evaluating and rewarding people with disabilities based upon job descriptions; (b) training and development of people with disabilities accompanied by mentor programmes, rehabilitation, work accommodation and work redesign; (c) disability awareness training and supervisory training; and (d) stakeholders' support such as from top managers, social service agencies, therapists, labour unions and families (Bell, 2007;Jones, 1997;Klimoski and Donahue, 1997).…”

Section: Inclusion Of People With Disabilities In Organizations and Smentioning

confidence: 99%

“…This practice welcomes minority groups as part of organizational practice, heeding their specific needs for ease of social interaction. Kulkarni and Lengnick-Hall, 2011;Mclaughlin, Bell and Stringer, 2004). Disability management recognizes work modification for people with disabilities (e.g.…”

Section: Social Inclusionmentioning

confidence: 99%

Lessons Learned from Community Organizations: Inclusion of People with Disabilities and Others

Fujimoto

Rentschler

et al. 2013

British J of Management

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Workforce diversity requires broader vision and scope in managing diversity so that there is greater inclusion inside and outside organizations. This paper provides this vision by extending the stream of workforce diversity research to community-oriented inclusion and its processes. The authors interviewed 34 people with disabilities and 40 people without disabilities who were stakeholders of community arts and sports organizations. The participants with disabilities were mainly arts audiences, artists and sports athletes, and the participants without disabilities were mainly managers and government officials. The key findings report the importance of inclusion through common interest groups being facilitated by (1) non-minority specific communal activities, (2) listening to minority voices, (3) multidimensional accessibility, (4) availability of organizational and natural champions and (5) cross-boundary networks and collaborations. In order to create more inclusive organizations, the authors suggest that private organizations need more community-oriented values, goals and strategies that foster boundaryless inclusion of people with disabilities and other minority groups in organizations and society.We would like to thank Associate Editor Professor Stella Nkomo and three anonymous reviewers for their time and valuable suggestions for this article.

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Socialization of people with disabilities in the workplace

Cited by 100 publications

References 59 publications

Social Networks and Career Advancement of People With Disabilities

Social Networks and Career Advancement of People With Disabilities

Job Satisfaction of Employees with Disabilities: The Role of Perceived Structural Flexibility

Lessons Learned from Community Organizations: Inclusion of People with Disabilities and Others

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