This is a scoping review of literature on human resource management (HRM) and management practice that impacts on workers with physical, mental health and intellectual disabilities, employed or entering paid employment. The aim is to illuminate the use of HRM practices, managerial attitudes and employee outcomes in the disability literature. The methodological research framework commenced with seven databases and was supported with evidenced‐based literature to find three main themes. Themes highlight the management and employer support for workers with disabilities, discrimination and attitudes towards employment of this cohort of workers, and performance and employment outcomes. As governments around the world seek to reduce welfare costs and increase the employment of people with disabilities this paper is timely. Overall, the paper contributes to a dearth of literature on the management of people with disabilities at the workplace to unpack the key barriers, challenges and trends, and develop a comprehensive research agenda.

A growing body of research explores human resource management practices that encourage employees to innovate. In this study, we examine the links between different sources of feedback (supervisor and coworker) and employees’ innovative behavior. Drawing on social exchange theory and the job demands‐resources theory, we first propose that work engagement and psychological contract breach mediate the relationship between supervisor feedback and employees’ innovative behavior. Second, we propose a moderated mediation model in which coworker feedback attenuates the relationships between supervisor feedback and employees’ innovative behavior through the mediating mechanisms of both work engagement and psychological contract breach. Using three waves of multisource data from 300 Chinese employees and their 64 supervisors, we found a dual‐mediation pathway by which employees’ work engagement and perceptions of psychological contract breach mediate the influence of supervisor feedback on innovative behavior. Our results also show that coworker feedback can be used to supplement the lack of supervisor feedback when required. Organizations are advised to ensure that employees obtain regular feedback from multiple sources because such feedback can promote employees’ work engagement and perceptions that the organization is upholding its side of the psychological contract, which fosters employees’ innovative behavior.

This study examines how HRM practices enhance and/or impede the employment, participation, and wellbeing of workers with intellectual disabilities in three hotels located in Australia. 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. We employ social exchange theory and theory on social climate to explore the social inclusion of workers with an intellectual disability. 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. Our 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-today support provided by supervisors and colleagues, to improve the participation and wellbeing of workers with an intellectual disability. Our study adds to the limited body of knowledge on the relationship between social exchange and HRM practices, particularly related to workers with disability.

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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.

Purpose-The purpose of this paper is to examine human resource management (HRM) innovation programs in the early stages of employment for workers with an intellectual disability (WWID). Design/methodology/approach-The first case study was carried out at a large national courier company where a film innovation programme was used to enhance the socialisation process of WWID. The second case study was at a five-star hotel situated in a large city where a buddy system innovation programme was used in the induction and training process of WWID. Findings-The overarching "life theme" created through these innovation programs was one of enhanced and creative opportunities for social inclusion. The participants displayed more confidence and independence in their ability and exhibited aspirations to advance and succeed in their roles. Practical implications-The study argues that HR professionals need to be more proactive in finding innovative ways to engage WWID in the early stages of employment. Originality/value-The qualitative study is underpinned by socialisation and career construction theory which provides the framework to discuss the ways in which socialisation and socially inclusive HRM practices enable participants and other WWID achieve success on their career paths. The key message of our research is that early vocational socialisation innovation programs can make a positive difference to the work experiences of WWID.

PurposeThe purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.Design/methodology/approachThe research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.FindingsThe authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.Practical implicationsThere is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.Originality/valueThis study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.