Organisational Policies and Practices for the Inclusion of Vulnerable Workers: A Scoping Review of the Employer's Perspective

The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers

PURPOSE

To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future.

METHODS

In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline.

RESULTS

Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being.

CONCLUSION

Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

Distinctions between inclusive and non-inclusive companies for persons with disability: Exploring the impact of COM-B and HRM practices

BackgroundScholars have increasingly focused on the role of employers in addressing labour market challenges faced by persons with disability (PWD). While we have gained more knowledge about the motivations, practices and characteristics for hiring PWD, we still lack information on whether these are general organizational features or specific to inclusive companies.ObjectiveThis study aims to examine the factors that distinguish inclusive from non-inclusive ones, using the COM-B framework (capability, opportunity, motivation) and Human Resource Management (HRM) practices.MethodsWe utilized survey data from a sample of small and medium sized companies (SME) in Norway (N = 1000). We conducted Logistic Regression Estimates (odds ratios) to determine predictive factors of an "inclusive company".ResultsInclusive companies scored higher than non-inclusive companies in all dimensions of COM-B and HRM practices. However, only knowledge about work inclusion (capability), availability of resources and positions (opportunity) and the desire to contribute to an inclusive labour market (social motivation) were significant explanatory factors for inclusivity. Among HRM practices, only recruitment showed a significant relationship with inclusivity after considering the COM factors.ConclusionsThis study underscores the importance of utilizing the COM-B framework to understand how companies approach the inclusion of PWD.

Engaged employers - engaged workplaces? Exploring workplace resistance to work inclusion of Persons with Disabilities (PwD)

BACKGROUND

The term employer engagement denotes the active participation of employers in facilitating the labor market integration of PwDs. However, the enthusiasm of employers themselves may not always trickle down to middle managers and co-workers who are entrusted with the daily task of supporting PwDs.

OBJECTIVE

Explore empirically the phenomenon of resistance towards the inclusion of PwDs, how it may unfold at the workplace level such as its potential forms and reasons.

METHODS

An exploratory case study of five Norwegian organizations comprising 26 qualitative interviews with PwDs, managers, HR-representatives, union-representatives and co-workers.

RESULTS

Our data reveal various forms of workplace resistance, often stemming from frustration related to the slow pace or lack of competence in PwDs, increased workload for co-workers, or challenges related to team performance. Social challenges and attempts to protect social and organizational positions may also lead to resistance. Employees at the ground level appear to hold significant power in influencing the sustainability of inclusion. The data suggest that workplace resistance can potentially lead to drop-out from work.

CONCLUSIONS

This paper underscores the significance of co-workers' resistance in employer engagement. Our study suggests that resistance is a relevant topic in the workplace that may impact the inclusion of PwDs and should be further explored empirically. Resistance should also be addressed at the theoretical level, particularly in relation to the concept of employer engagement. Further studies are required to obtain a representative understanding of how resistance unfolds across different businesses and industries, including strategies to mitigate or prevent it.

Organizational Practices and Their Outcomes for Employees with Disabilities: A Review and Synthesis of Quantitative Studies

PURPOSE

This review and synthesis aims to answer the following question: what do existing empirical studies tell us about the relationship between organizational practices and their outcomes in terms of the performance, well-being and sustainable employment of employees with disabilities?

METHODS

This review builds on a scoping review of empirical studies of organizational practices aimed at the hiring and retention of people with disabilities. It focuses on a specific group of studies identified in the scoping review: studies examining outcomes of organizational practices for employees with disabilities (EWD). Additional selection criteria were: (1) studies focused on the performance, well-being and sustainable employment of EWD; (2) studies used quantitative methods; and (3) studies were published in high-quality journals. This resulted in 27 articles.

RESULTS

Three clusters of organizational practices received most attention in the articles: workplace relations and organizational culture; accommodations; and leadership. The studies found significant positive and negative relationships between practices in these clusters and the three outcomes mentioned above. These empirical findings were supported by the theoretical perspectives used in the studies. Although diverse, most of these theoretical perspectives share their focus on interactions between individuals and their (work) environment.

DISCUSSION

We recommend that future research into the outcomes of organizational practices for EWD should be both broader (examining more clusters of practices and their outcomes for people with and without disabilities) and deeper (examining similar practices-outcome combinations in different contexts). This will increase our understanding of what practices work for whom under what circumstances.

Developing a Work Accommodation Operating Model for Workplaces and Work Ability Support Services

PURPOSE

Workplace accommodation can help employees with disabilities remain employed or access employment rather than leave the labor force. However, the workplace accommodation process is still poorly understood and documented.

AIM

The aim of this study was to develop a national operating model to make workplace accommodation interactive and procedural for workplaces and work ability support services and lower the threshold to making accommodations.

METHODS

The collaborative development process was carried out by a multiprofessional expert team with eleven workplaces in the private and public sectors in Finland. The design of this study was conceptual and developmental. The development process of the operating model consisted of four phases: the orientation phase, the joint planning phase, the implementation advancement phase, and the instilling phase.

RESULTS

The operating model has six stages: 1) identifying needs, 2) gathering knowledge, 3) exploring alternatives, 4) selecting solutions, 5) implementing solutions, and 6) monitoring and evaluating. The model defines the actions, roles, and responsibilities for each phase. To help implement the model, we published an information package, a guide, a planning formula, and a video animation in Finnish and Swedish.

CONCLUSION

The operating model is a tool that workplaces and work ability support services can use to help working-aged people remain employed or access employment. Future studies should determine the workplace-specific functionality of this model using implementation research.

Predictors of the inclusion of people with disabilities in small and medium-sized enterprises

BackgroundDuring the last decades, studies addressing the persistently large labor-market participation gap of people with disabilities have increasingly focused attention to the role of employers and their organizations. Relatively little attention has been paid to small and medium-sized enterprises (SMEs).ObjectiveThe objective of this article is to deepen our understanding of predictors of the inclusion of people with disabilities in SMEs.MethodsA survey was conducted among SMEs in the Netherlands. The survey focused on three groups of predictors of employing people with disabilities: general organizational characteristics, human resource practices, and capabilities, opportunities and motivations to employ people with disabilities.ResultsThe most important positive predictors of employing people with disabilities in SMEs were size, capabilities and opportunities. HR recruitment and selection was negatively related to employing people with disabilities. Comparing small with larger enterprises we found that predictors for employing people with disabilities are not completely similar.ConclusionGiven the role of SMEs as a resource of employment, and the notion that SMEs are not simply 'small' large organizations but have their own unique characteristics which may create specific challenges and opportunities for inclusion, future research of SMEs is recommended. Concerning HR practices our findings are inconclusive. The role of general versus disability-specific HR practices, the issue of inclusive versus exclusive effects of HR practices and the effects of individual versus bundles of HR practices are interesting topics for future research.

Self-Identified Employment Challenges for Young Adults with a Cleft Lip and Palate: A Qualitative Exploration

As individuals with a cleft lip and palate (CLP) transition into adulthood, they face unique employment challenges related to income, job stability, and fewer career options. This study explored these challenges through two focus group discussions with 19 participants (aged 21-38), primarily women, to understand their employment experiences. Thematic analysis revealed the following three main themes: (1) physical factors, (2) psychosocial factors, and (3) overcoming employment challenges, with nine sub-themes including speech, hearing, appearance, health, childhood experiences, societal expectations, lack of self-confidence, communication improvement, and self-esteem building. The findings highlighted that physical and psychosocial factors significantly shape employment outcomes for CLP individuals. Difficulties with speech often hinder professional communication, while appearance concerns can reduce confidence in interviews and workplaces. To address these issues, the participants used strategies like targeted speech therapy and self-esteem building, which helped improve their communication and resilience. This study emphasises the need for targeted interventions such as specialised career counselling, access to assistive technologies, and inclusive workplace policies to support CLP individuals in overcoming employment barriers and achieving stable careers.

A classification of human resource management bundles for the inclusion of vulnerable workers

BACKGROUND

Despite the societal importance to improve understanding of the role of employers in the inclusion of workers with a distance to the labor market, scant knowledge is available on the effectiveness of human resource management (HRM) bundles for the inclusion of vulnerable workers.

OBJECTIVE

This paper studies which HRM bundles are applied by employers that hired people with a distance to the labor market, and to what extent these different bundles of HRM practices are related to employment of workers with specific vulnerabilities, such as people with disabilities or people with a migration background.

METHODS

A latent class analysis of 1,665 inclusive employers was used to identify HRM bundles based on seven HRM practices: financial support practices, specialized recruitment, promotion and career opportunities, training opportunities, part-time work, job crafting, and adaptations to the workplace.

RESULTS

Six bundles were identified: a recruitment and development bundle (34.4% of employers), a development bundle (24.8%), maintenance-focused practices (16.5%), a recruitment bundle (9.4%), a sustainable employment bundle (8.9%), and passive HRM (6.0%). Post-hoc analyses showed the probability of hiring specific vulnerable groups for each bundle (e.g., sustainable employment bundles showed the highest overall probability to hire people with a physical disability).

CONCLUSION

Nuancing what is suggested in strategic HRM literature, we conclude that both extensive HRM and focused HRM bundles can be successful for the employment of vulnerable workers. In conclusion, there is no one-size-fits-all approach to inclusive employment and employers, large or small, can tailor their HRM systems to include vulnerable workers.