Managers’ hiring intentions and the actual hiring of qualified workers with disabilities

Perceptions and Bias of Small Business Leaders in Employing People with Different Types of Disabilities

PURPOSE

Despite existing employment-related legislation and governmental programs, people with disabilities continue to face significant barriers to competitive employment. These obstacles are partially due to biases among employers regarding the contributions of people with disabilities and perceptions about accommodation costs, which can affect their hiring decisions. Existing research on employment barriers and facilitators often treats people with disabilities homogenously and focuses mainly on large companies. This study helps to fill these gaps by exploring the motivations and challenges small employers face when hiring people with disabilities and how their attitudes and willingness to hire vary based on disability type.

METHODS

We surveyed business owners and decision-makers at companies with fewer than 100 employees resulting in a sample of 393 company respondents. Through descriptive analyses, we examined variations in respondents' willingness to hire and the prevailing attitudes among the company leaders sampled. We explored how employer attitudes can either hinder or support the hiring of people with disabilities. We conducted multivariate analysis to explore the connections among attitudinal barriers, facilitators, and willingness to hire individuals with various disabilities, reflecting disability's heterogeneous nature.

RESULTS

Our findings reveal that, in terms of hiring people with disabilities, the most important concerns among employers are: inability to discipline, being unfamiliar with how to hire and accommodate, and uncertainty over accommodation costs. These concerns do not differ between employers covered by the Americans with Disabilities Act (ADA) and non-covered employers. However, ADA-coverage may make a difference as ADA-covered employers are more likely to say they would hire an applicant with a disability. We find that for small companies (less than 15 employees), the positive effect of the facilitators (positive perceptions about workers with disabilities) almost completely offsets the negative effect of the barriers. However, for the larger companies, the marginal effect for an additional barrier is significantly more predictive than for an additional facilitator. Among the disabilities we examined, employers are least likely to hire someone with blindness, followed by mental health disabilities, intellectual disabilities, deafness, and physical disabilities, underscoring that employers do not view all types of disabilities as equally desirable at work.

CONCLUSIONS

Understanding small employers' underlying concerns and effectively addressing those factors is crucial for developing effective intervention strategies to encourage small employers to hire and retain people with different disabilities. Our results suggest greater openness among ADA-covered employers to hiring people with disabilities, but the perceived barriers indicate a need for ongoing information on effective intervention strategies to increase disability hiring among all small employers.

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.

Small Empires: How Equipped are Small Business Owners to Hire People with Disabilities?

PURPOSE

This study explores small businesses' knowledge base and practices concerning interviewing and hiring job candidates with disabilities, as they are not required to comply with the provisions of the Americans with Disabilities Act (ADA).

METHODS

We first conducted 18 in-depth interviews with small business owners to explore their knowledge of the ADA, their practices surrounding hiring (for those with and without disabilities), and their sense of the best practices for how a candidate should navigate the interview and request for accommodations. Responses were then used to create a survey of an additional 110 small business owners.

RESULTS

Six themes arose from the interviews, illuminating the steep learning curve involved in each (1) hiring well, (2) the need to trust an employee's character as much as their skill set, (3) the need for an employee to fit within the small business's family-like environment, (4) the preference for job candidates to be transparent about their needs as early as possible, (5) the importance of personal experience with disability, and (6) the difficulty in obtaining precise information about the ADA. Survey responses supported the general findings of the interviews while also providing information about the relative rarity of encountering a job candidate with a disability.

CONCLUSION

Hiring employees with disabilities is challenging for small businesses, and bias is difficult to avoid. The availability of clear information on how to comply with the ADA and other laws and practices would be welcome by many small business owners.

Why Do Employers (Fail to) Hire People with Disabilities? A Systematic Review of Capabilities, Opportunities and Motivations

PURPOSE

To increase the number of people with disabilities in employment, we need to understand what influences employers' hiring decisions. In this systematic review, we map out factors affecting employers' hiring decisions about people with disabilities.

METHODS

This study is a systematic review that applies the COM-B model to identify factors that contribute to employers (not) hiring people with disabilities. The COM-B model proposes that employers will perform hiring behavior (B) if they have the capability (C), opportunity (O) and motivation (M) to do so. We also investigate if factors have a negative, positive or no effect. We report in accordance with the PRISMA guidelines.

RESULTS

In a review of 47 studies, we find 32 factors. Most of these factors are barriers. The most frequently mentioned barriers are employers' (1) expectations that people with disabilities are unproductive, (2) expectations that people with disabilities cost a lot of money, and employers' (3) lack of knowledge about disabilities. The most researched facilitators for employers to hire people with disabilities include (1) the motivation to help others, (2) working in a large organization, and (3) expecting a competitive advantage. The effect of factors can differ depending on contextual circumstances, including the type of organization, the type of disability and different policies.

CONCLUSIONS

We conclude that hiring decisions are influenced by an array of different barriers and facilitators. The effect of these factors can differ across organizations and disability types. Our study of factors affecting hiring can be used by scholars, policy makers, and organizations to create interventions to increase the hiring of people with disabilities.

Disability, workplace inclusion and organizational citizenship behavior: an exploratory study of the legal profession

Purpose –

Many workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement-perceptions of organizational citizenship behavior (OCB)-as it relates to disability and other marginalized identities in the workplace.

Design/methodology/approach –

Using an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.

Findings –

The authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.

Originality/value –

The results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.

Stakeholder views on young adults with intellectual disabilities as a workforce: A qualitative study on students' performance in upper secondary education and their employment potential

People with intellectual disabilities are the most disadvantaged group among all disability types when it comes to employment. In Sweden, special needs upper secondary schools prepare students with intellectual disabilities for the labour market using practice periods at workplaces. This study targets stakeholder involved in their school-to-work transition (i.e. teachers, employers, employment agency officials). The aim is to identify how they view: (1) the working capabilities of students during practice periods and (2) their employment potential. We base the analysis on interview data with the stakeholders using Grounded Theory. Our results identify three student types whose preparedness for the labour market differs considerably. One student type performs well during the practice period and represents a high potential to enter the workforce. The other two student types have the lower working capability and employment potential. Our study highlights stakeholders as resources to improve the labour market preparations of students with intellectual disabilities.

Employers’ attitude, intention, skills and barriers in relation to employment of vulnerable workers

BACKGROUND: Little is known why some organizations employ vulnerable workers and others do not. OBJECTIVE: To explore the relationships between the attitude, intention, skills and barriers of employers and employment of vulnerable workers. METHODS: We included 5,601 inclusive organizations (≥1% of employees had a disability, was long-term unemployed or a school dropout) and 6,236 non-inclusive organizations of the Netherlands Employers Work Survey 2014–2019. We operationalized employer factors based on the Integrative Model of Behavioral Prediction as attitude (negative impact), intention (mission statement regarding social inclusion), skills (human resources policies and practices), and barriers (economic conditions and type of work). We used multivariate-adjusted logistic regression models. RESULTS: Compared to non-inclusive organizations, inclusive organizations had a more negative attitude (OR:0.81) and a stronger intention to employ vulnerable workers (OR:6.09). Regarding skills, inclusive organizations had more inclusive human resources practices (OR:4.83) and initiated more supporting human resources actions (OR:4.45). Also, they adapted more work conditions towards the needs of employees (OR:1.52), negotiated about work times and absenteeism (OR:1.49), and had general human resources practices on, for example, employability (OR:1.78). Inclusive organizations had less barriers reflected by better financial results (OR:1.32), more employment opportunities (OR:1.33) and more appropriate work tasks (OR:1.40). CONCLUSIONS: Overall, inclusive organizations reported more positive results on the employer factors of the Integrative Model of Behavioral Prediction, except for a more negative attitude. The more negative attitude might reflect a more realistic view on the efforts to employ vulnerable groups, and suggests that other unmeasured emotions and beliefs are more positive.

Structural relationships among predictors of employer attitudes toward blind employees

BACKGROUND: Negative employer attitudes are a primary factor associated with low employment rates and high unemployment rates of people with blindness and low vision (B/LV). Research has identified correlates of employer attitudes, but no investigations of the structural relationships between variables have been published. OBJECTIVE: The purpose of this study was to extend the current research regarding employer attitudes toward people with B/LV by assessing the structural relationship between variables associated with employer attitudes. METHODS: Participants were 387 hiring managers employed by organizations across the country who completed an online survey. We utilized structural equation modeling to confirm our measurement model and evaluate structural models of predicted relationships between variables. RESULTS: Five variables significantly predicted employer attitudes: awareness of people with disabilities at the worksite, knowledge, inaccurate belief in knowledge, previous hiring of someone with B/LV, and having a personal relationship with someone with B/LV. Previous communication with vocational rehabilitation (VR), having a company policy about hiring people with disabilities, and personal relationship predicted having hired someone with B/LV. CONCLUSIONS: Findings support the value of VR professionals providing education about how people with B/LV perform work tasks while communicating with employers and providing trial work experiences to encourage hiring.

Workplace health promotion interventions for Australian workers with intellectual disability

Workplace health promotion (WHP) and the general wellbeing of workers in the Australian workforce should be a priority for all management. Our study argues that management support for workers with an intellectual disability (WWID) can make a difference to their health promotion and ultimately their participation in the workforce. We adopt a qualitative approach, through semi-structured interviews with 22 managers, across various organizations, to examine their perspectives around the WHP of WWID. We integrate the key values of WHP; rights for health, empowerment for health and participation for health (Spencer, Corbin and Miedema, Sustainable development goals for health promotion: a critical frame analysis, Health Promot Int 2019;34:847-58) into the four phases of WHP interventions; needs assessment, planning, implementation and evaluation (Bortz and Döring, Research Methods and Evaluation for Human and Social Scientists, Heidelberg: Springer, 2006) and examine management perspectives (setting-based approach) on WHP of WWID. Where this integration had taken place, we found some evidence of managers adopting more flexible, innovative and creative approaches to supporting the health promotion of WWID. This integration seemed to drive continuous improvement for WWID health promotion at the workplace. We also found evidence that some organizations, such an exemplar film company, even over deliver in terms of supporting WWID needs by encouraging their capabilities in film making interventions, whilst others are more direct in their support by matching skills to routine jobs. Our approach demonstrates that incorporating key WHP values into the four-phase WHP framework is critical for the effective health promotion of WWID.

Exploring public sector managers’ attitudes towards people with disabilities

Orientation: Managers’ and employers’ negative attitudes towards people with disabilities are a significant obstacle for employing people with disabilities (PWDs).Research purpose: The primary purpose of this study was to measure the attitudes of public sector managers towards PWDs.Motivation for the study: The motivation for this study was to explore factors affecting managers’ attitudes towards PWDs.Research approach/design and method: The study was conducted within the quantitative research paradigm by using a cross-sectional survey design. A convenience sampling method was used. The questionnaire measured public sector managers’ attitudes towards PWDs. Descriptive statistics, Cohen’s d, chi-square test and Spearman’s rank-order correlation statistical techniques were used to provide answers to the research questions.Main findings: The results revealed that managers had positive attitudes towards PWDs. The main attitudinal problems identified were that different training methods and tools should be used to meet the needs of different disability types. The results showed that PWDs had no unique characteristics, such as dependability, lower absenteeism rates, better cooperation and more loyalty, compared with those without disabilities. Managers also had the perception that PWDs lack communication, technical and social skills.Practical/Managerial implications: The negative perceptions towards the skills and characteristics of PWDs necessitate remedial interventions and different training methods.Contribution/value-add: This study has made a significant contribution to the body of knowledge by providing a theoretical-conceptual framework and a reliable measuring instrument to measure public sector managers’ attitudes towards PWDs.

Health Care Executive Perceptions of Hiring and Retention Practices of People With Disabilities: Results From Executive Focus Groups

The supply-side approach to providing services without taking into account employer practices has not been effective in achieving meaningful, competitive, and integrated employment outcomes for people with disabilities. This focus neglects the fact that disability and employment is a two-way process with businesses being accountable for such demand-side factors as establishing better hiring, retention, and advancement practices. To initiate the identification of effective employer practices, this article shares the results of two executive focus groups that were conducted in a large health care organization, across four individual hospitals, with a documented success rate of hiring and retaining people with disabilities (PWDs). The purpose of the focus groups was to explore executive perceptions of their organization’s success at integrating PWDs throughout their work force. Results are explored through five identified themes: (a) organizational mission guided decision-making concerning the employment of PWDs, (b) executives living the mission through their daily inclusive behaviors led to employing PWDs, (c) organizational values were important to employing PWDs, (d) the organization benefited from employment of PWDs, and (e) employing PWDs benefited organization staff and the surrounding community. The results of these executive focus groups provide an initial glimpse into the culture and practices of a highly effective organization.

Employers’ Intent to Hire People Who Are Blind or Visually Impaired: A Test of the Theory of Planned Behavior

The purpose of this study was to examine the utility of the theory of planned behavior (TPB) in explaining employers’ hiring intentions of people who are blind or visually impaired (B/VI). Participants were 388 hiring managers who completed an online survey that included the four TPB construct measures (attitudes, subjective norms, behavioral control, and intent to hire). Confirmatory factor analysis (CFA) was used to determine the suitability of the measurement model, and structural equation modeling was used to test the structural model. The proposed TPB structural model provided good data fit; attitudes about productivity, subjective norms, and perceived behavioral control accounted for more than 61% of the variance in intent to hire people who are blind. Attitudes about productivity of a blind employee had the strongest relationship with intent to hire, followed by subjective norms and perceived behavioral control. Rehabilitation professionals who work with B/VI individuals should educate employers about how this population can perform the employers’ jobs to improve attitudes about productivity. They should consider employers’ subjective norms and perceived behavioral control, which could be influenced by providing disability awareness presentations to company employees and maintaining a relationship with employers, thus enabling employers to have access to qualified applicants.

A Second Look at Factors Associated with Employer Hiring Behavior Regarding People Who Are Blind or Have Low Vision

Introduction:

Although negative employer attitudes and reasons that employers do not hire people with disabilities have both been investigated, little research has focused on why employers do hire people with disabilities. The purpose of this study was to investigate factors associated with employer hiring behavior regarding people with visual impairments, including the opportunity to hire (i.e., application receipt).

Method:

Participants were a national sample of 388 hiring managers who completed an online survey that assessed their hiring experiences concerning people with visual impairments. Two logistic regression models were analyzed, one that included nine independent variables thought to be associated with hiring (Model 1) and one that included these nine variables plus application receipt (Model 2).

Results:

Variables that were significantly associated with hiring behavior in Model 1 were prior communication with vocational rehabilitation (VR) professionals, employer attitudes, company size, company policy, and personal relationship with someone with a visual impairment. Significant variables in Model 2 were received application, employer attitudes, and personal relationship.

Discussion:

As expected, application receipt was the most important predictor of hiring behavior, with odds of hiring increasing by more than 40 with receipt of an application. Despite this exceptionally strong relationship, employer attitudes and having a personal relationship remained significant predictors, indicating the robustness of attitudes as a determinant of why employers hire and the importance of personal connections to hiring behavior.

Implications for practice:

Employers cannot hire unless given the opportunity, and the first step to being hired is typically submitting an application. VR professionals should both encourage consumers to submit applications, providing support in this process as needed, and communicate with employers to encourage their consideration of these applications.

The Participation of People with Disabilities in the Workplace Across the Employment Cycle: Employer Concerns and Research Evidence

Despite legislation on diversity in the workplace, people with disabilities still do not experience the same access to work opportunities as do their counterparts without disabilities. Many employers have been shown to harbor sincere yet ill-founded views about the work-related abilities of people with disabilities; these negative views are often a result of interrelated concerns that permeate the entire employment cycle. In this paper, we provide evidence-based responses to 11 specific concerns that employers have about people with disabilities, from pre-employment and entry experiences to the final dissolution of the employment relationship. At each stage of the employment cycle, we summarize and evaluate the relevant empirical evidence and provide recommendations for organizations committed to creating more effective, equitable, and inclusive workplaces for all individuals. We also suggest avenues for future research.

Policy Guidelines for Effective Inclusion and Reintegration of People with Chronic Diseases in the Workplace: National and European Perspectives

The increasing prevalence of chronic diseases among the European working age population, as well as the implications for the individual and societal level, underline the need for policy guidelines targeting the effective inclusion of persons with chronic diseases in the workplace. The aim of the present paper was to explore the perspectives of European and National-level stakeholders on existing strategies for work re-integration of persons with chronic diseases, and to provide policy guidelines. A highly-structured interview protocol was distributed to 58 National level stakeholders (policy makers, professionals and employers) from seven European countries. Additionally, 20 European organizations concerned with health-related issues and employment completed an online survey. The findings reveal that employment-related challenges remain largely unaddressed. Both national and European stakeholders considered the existing legislative frameworks inadequate and appraised the co-ordination for the implementation of employment re-integration policies as ineffective. Policies targeting at work re-integration of persons with chronic diseases at European and national level should focus on consistent cooperation among all key stakeholders, awareness raising to staff and management, dissemination of effective strategies, developing research and evaluation standards and establishing monitoring systems on inclusive labour markets.

Relations at workplace, cynicism and intention to leave

Purpose

Although employee relations are recognised as important mechanisms for initiating organisational competitiveness and output, existing research has focused primarily on how these relations embed employees’ job and performance, rather than on the declining outcomes from such relations. This paper aims to integrate research on co-worker relations at workplace and cynicism with social exchange as a theoretical grounding to propose a process model that focuses on how employees’ positive relationship at workplace impacts negatively on their cynical behaviours in organisation leading to their intention to stay rather than their intention to leave.

Design/methodology/approach

This study offers a conceptual analysis and a review of the literature to explain employees’ behavioural intentions which may lead to their psychological threat or psychological safety in work organisations.

Findings

This work positions cynicism as psychological threat that moderates and predicts the likelihood that negative relations at workplace will actively engage employees’ intention to leave the organisation. Similarly, the model positions job satisfaction and commitment as psychological safety that predicts the likelihood that positive relations at workplace will engage employees’ intention to stay. The outcome of this study is the creation of a model which provides a comprehensive methodological framework for conducting behavioural research.

Research limitations/implications

This is a conceptual paper.

Practical implications

This study has major implications for managing and communicating with workers, as well as organisational socialisations and practices related to co-worker relations for effective human resource management practices from both managerial and practitioner perspective.

Originality/value

This work has been able to create a theoretical framework that provides an understanding for management to learn from its end-state competencies and contributions. By this, the model created would enable research to examine the empirical relationship between co-worker relations, cynicism and intention to leave. Thus, the contribution of this paper identifies the roles that management and organisational leadership can play in the practice of employee behavioural intentions.

Negative Attitudes toward Older Workers and Hiring Decisions: Testing the Moderating Role of Decision Makers' Core Self-Evaluations

Organizational hiring practices have been charged for unfair treatment on the grounds of age. Drawing on theories of planned behavior and core self-evaluations, this research investigated the impact of negative attitudes toward older workers on hiring decisions and examined the moderating role of decision-makers' core self-evaluations. We tested our hypotheses based on a structured online questionnaire and a vignette study using a sample of 102 participants working in human resource management across different industries. As predicted, negative attitudes toward older workers were positively related to avoidance of hiring older people, which in turn was negatively related to the likelihood to select the oldest candidate. Because hiring decisions are not only about the hiring subject but also about the decision-maker, we tested the moderating role of decision-makers' core self-evaluations. Results showed that core self-evaluations buffered the relationship between negative attitudes toward older workers and avoidance of hiring older people. Theoretical implications of the findings with regard to hiring decisions about older people and practical recommendations to improve diversity management strategies and age-balanced hiring practices in organizations are discussed.