HRM practices that support the employment and social inclusion of workers with an intellectual disability
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Author(s)
Meacham, Hannah
Cavanagh, Jillian
Shaw, Amie
Bartram, Timothy
Griffith University Author(s)
Year published
2017
Metadata
Show full item recordAbstract
Purpose – The purpose of this paper is to examine how HRM practices enhance and/or impede the employment,
participation, and well-being of workers with intellectual disabilities in three hotels located in Australia.
Design/methodology/approach – The research employs a case study methodology, including interviews
with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus
groups of 16 supervisors and 24 work colleagues.
Findings – The research found that the opportunities to participate in work are driven primarily by
developing a social climate that enables social cohesion through ...
View more >Purpose – The purpose of this paper is to examine how HRM practices enhance and/or impede the employment, participation, and well-being of workers with intellectual disabilities in three hotels located in Australia. Design/methodology/approach – The research employs a case study methodology, including interviews with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus groups of 16 supervisors and 24 work colleagues. Findings – The research found that the opportunities to participate in work are driven primarily by developing a social climate that enables social cohesion through the altruistic motives of managers/ supervisors and reciprocal relationships. Originality/value – The findings lend support for the importance of both formal and informal HR practices, such as inclusive recruitment and selection, mentoring, and training and development, as well as individualised day-to-day support provided by supervisors and colleagues, to improve the participation and well-being of workers with an intellectual disability. Keywords Qualitative, Human resource management, Social exchange theory, Intellectual disability, Well-being, Social climate
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View more >Purpose – The purpose of this paper is to examine how HRM practices enhance and/or impede the employment, participation, and well-being of workers with intellectual disabilities in three hotels located in Australia. Design/methodology/approach – The research employs a case study methodology, including interviews with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus groups of 16 supervisors and 24 work colleagues. Findings – The research found that the opportunities to participate in work are driven primarily by developing a social climate that enables social cohesion through the altruistic motives of managers/ supervisors and reciprocal relationships. Originality/value – The findings lend support for the importance of both formal and informal HR practices, such as inclusive recruitment and selection, mentoring, and training and development, as well as individualised day-to-day support provided by supervisors and colleagues, to improve the participation and well-being of workers with an intellectual disability. Keywords Qualitative, Human resource management, Social exchange theory, Intellectual disability, Well-being, Social climate
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Journal Title
Personnel Review
Volume
46
Issue
8
Copyright Statement
© 2017 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
Subject
Human resources and industrial relations
Policy and administration
Policy and administration not elsewhere classified
Psychology