This study examines the impact of human resource management (HRM) on workers with intellectual disability (WWID) across various industries in Australia. The research aims to identify HRM strategies for WWID by drawing on Thomas and Ely's (1996) managing diversity framework. A critical methodological case study approach was triangulated through participant interviews, focus groups and observations. The research identified three main factors that organisations must practice ensuring effective management of WWID; first, promoting workers’ well-being through specific HRM wellbeing practices; second, valuing difference among all employees; and third, developing purposeful intervention strategies to support the inclusion of WID. The ways in which WWID are integrated into the workplace are important in ensuring workers’ well-being and maximising their individual performance. We extend Thomas and Ely's (1996) learning and effectiveness paradigm to include ‘plural voices in diversity management’ at each stage of the paradigm and propose a re-calibrated model of HRM for WWID.
- diversity management
- employee well-being