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 language | English |
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Pages (from-to) | 1475-1492 |
Number of pages | 18 |
Journal | Personnel Review |
Volume | 46 |
Issue number | 8 |
DOIs | |
Publication status | Published - 2017 |
Externally published | Yes |
Keywords
- Human resource management
- Intellectual disability
- Qualitative
- Social climate
- Social exchange theory
- Well-being