HRM practices that support the employment and social inclusion of workers with an intellectual disability

Hannah Meacham, Jillian Cavanagh, Amie Shaw, Timothy Bartram

Research output: Contribution to journalArticleResearchpeer-review

12 Citations (Scopus)

Abstract

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.

Original languageEnglish
Pages (from-to)1475-1492
Number of pages18
JournalPersonnel Review
Volume46
Issue number8
DOIs
Publication statusPublished - 2017
Externally publishedYes

Keywords

  • Human resource management
  • Intellectual disability
  • Qualitative
  • Social climate
  • Social exchange theory
  • Well-being

Cite this