Human Resource Management and Social Exchange Theory: a study of disability workers in Australia

The empirical focus of this study examines HRM practices through Meeker’s (1971) Social Exchange Theory to understand the factors that influence the management of workers with intellectual disabilities in Australia. The research employs a case study methodology, including interviews with managers and supervisors, and focus groups of 34 workers with intellectual disabilities employed across three hotels. We found that the opportunities to participate in work are driven primarily by altruistic motives of managers/supervisors and reciprocal relationships. HRM practices are critical to not only guide the decisions of managers/supervisors through appropriate policies and procedures, but are also an important support mechanism to ensure positive relations between managers/supervisors and workers with intellectual disabilities.