Disability Severity, Leader–Member Exchange, and Attitudinal Outcomes: Considering the Employee and Supervisor Perspectives

Lyubykh, Zhanna; Ansari, Mahfooz A.; Williams-Whitt, Kelly; Kristman, Vicki L.

doi:10.1007/s10926-020-09884-0

Cited by 7 publications

(9 citation statements)

References 45 publications

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“…Schur et al (2009) found that PWD had lower turnover intentions in worksites with high perceived fairness and responsiveness compared to companies with low perceived fairness and responsiveness scores, indicating that corporate culture can contribute positively to employment outcomes for PWD. Lyubykh et al (2020) found that higher quality of the employee-supervisor relationship (leader-member exchange) was related to lower levels of presenteeism for employees with musculoskeletal disabilities. The findings highlight the importance of quality relationships with supervisors for PWD to have healthy working lives.…”

Section: Positive Employment Outcomes Pwdmentioning

confidence: 96%

“…This can be leaders' knowledge about the impact of disease on work (Haafkens et al 2011), leaders' ability to communicate openly (Habeck et al 2010), or leaders' willingness to create time and space to listen to PWD (Haafkens et al 2011) and to provide an inclusive environment (Butterworth et al 2000;Jansson et al 2015). In addition, practices connected to different leadership theories such as 'transformational leadership' (Kensbock & Boehm 2016), 'moral leadership' (Luu 2018), and 'leader-membership-exchange' (Lyubykh et al 2020) are included here.…”

Section: Workplace Practicesmentioning

confidence: 99%

“…(Bartram et al 2021;Blonk et al 2020;Carrier 2007;Cavanagh et al 2021;Meacham et al 2017a;Meacham et al 2017b;Miller et al 2014;Trezzini et al 2021) and 10 are quantitative (Eissenstat, Lee & Hong 2022;Filary & Pernice 2006;Flores et al 2021;Gray, Morgan & Hollingsworth. 2014;Lyubykh et al 2020;Novak & Rogan 2010;Sanclemente et al 2022;Tuan et al 2021;Zhu et al 2019;Schur et al 2009). Job satisfaction, well-being, and thriving at work are the most recurrent outcomes within this category.…”

Section: The Link Between Workplace Practices and Employment Outcomesmentioning

confidence: 99%

“…This outcome category consists of more objective employment outcomes for PWD, such as wage, duration of employment, hours worked, and presenteeism. The outcome category has nine articles, all of which are quantitative (Banks et al 2001;Chandola & Rouxel 2021;Chordiya 2022;Chow, Cichocki & Croft 2014;Eissenstat, Lee & Hong 2022;Lyubykh et al 2020;Mank, Cioffi & Yovanoff 2000;Schur et al 2009;Villotti et al 2017). Two types of outcomes form part of this category.…”

Section: Positive Employment Outcomes Pwdmentioning

confidence: 99%

“…This outcome category reports on aspects of PWD's work performance, like productivity and level of support needs. The outcome category consists of 11 articles, of which three are qualitative (Bartram et al 2021;Becerra, Montanero & Lucero 2018;Jansson et al 2015), seven are quantitative (Coll & Mignonac 2023;Farris & Stancliffe 2001;Ishii & Yaeda 2010;Luu 2018;Lyubykh et al 2020;Man, Zhu & Sun 2020;Schur et al 2009) and one is a mixed methods article (Kensbock & Boehm 2016). The outcome category can be divided into three, based on whose perspective on PWD's performance is reported.…”

Section: Positive Employment Experiences Of Stakeholders In the Organ...mentioning

confidence: 99%

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Sustainable Employment for People with Disabilities: A Scoping Review on Workplace Practices and Positive Employment Outcomes

Aksnes,

Ulstein

2024

SJDR

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This is a scoping review of literature on positive employment outcomes for people with disabilities (PWD) and stakeholders in the organization. The aim is to investigate the connection between workplace practices and positive employment outcomes contributing to sustainable employment. Methodologically, the scoping process commenced with four electronic databases and resulted in a total of 42 articles. We identified seven categories of workplace practices that contributed to positive employment outcomes: accommodation, cultural practices, human resource management (HRM) practices, leadership, participation, support, and training. We identified five categories of positive employment outcomes: employment experiences of PWD, employment outcomes of PWD, employment outcomes of stakeholders in the organizations, work performance, and organizational outcomes. The article discusses the findings in relation to studies on employment of PWD which often focus on discrimination and barriers faced by PWD. The scoping process revealed a research gap where the majority of articles described positive employment experiences of PWD, while only a few articles described positive employment experiences of stakeholders in the organization. We propose that future research focus on workplace practices that can advance our theoretical and empirical understanding of what contributes to sustainable employment of PWD.

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Section: Positive Employment Outcomes Pwdmentioning

confidence: 96%

Section: Workplace Practicesmentioning

confidence: 99%

Section: The Link Between Workplace Practices and Employment Outcomesmentioning

confidence: 99%

Section: Positive Employment Outcomes Pwdmentioning

confidence: 99%

Section: Positive Employment Experiences Of Stakeholders In the Organ...mentioning

confidence: 99%

See 3 more Smart Citations

Sustainable Employment for People with Disabilities: A Scoping Review on Workplace Practices and Positive Employment Outcomes

Aksnes,

Ulstein

2024

SJDR

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Mental Health Disabilities and Work in the Caribbean Region

Stephenson

Persadie

2022

Palgrave Explorations in Workplace Stigma

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Motivating supervisors during disability accommodation: a comprehensive examination on job demand and resources theories

Alam,

Williams-Whitt,

Shin

et al. 2024

IJM

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PurposeThis study develops and tests a comprehensive model that examines whether dimensions of supervisors’ job demands and resources influence their work motivation through their job strain levels while managing disability accommodation (DA).Design/methodology/approachThe proposed model leverages the assumptions of established job demand and resources theories, including demand-ability fit, job demand-control, job demand-control-support, and effort-reward balance models. Then, we tested with the quantitative data from 335 British, Canadian, American, Australian, Dutch, and German supervisors with recent DA experience.FindingsThis study found support for the proposed model. Job control and social support directly affected work motivation, while job strain did not mediate the relationship between job control and social support and work motivation. The results suggest that employers looking to improve the likelihood of DA success should focus on providing adequate job control, social support, and rewards to supervisors responsible for accommodating employees with disabilities.Practical implicationsThis research enhances our understanding of how additional DA responsibilities impact supervisors and aids in the development of effective DA management policies and interventions, providing robust support for practitioners.Originality/valueThis study contributes to extending the DA literature by testing the applicability of different theoretical models to explain the effect of the additional DA responsibility on supervisors’ job demand, strain, and motivation levels and identify the resources to mitigate them.

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Disability Severity, Leader–Member Exchange, and Attitudinal Outcomes: Considering the Employee and Supervisor Perspectives

Cited by 7 publications

References 45 publications

Sustainable Employment for People with Disabilities: A Scoping Review on Workplace Practices and Positive Employment Outcomes

Sustainable Employment for People with Disabilities: A Scoping Review on Workplace Practices and Positive Employment Outcomes

Mental Health Disabilities and Work in the Caribbean Region

Motivating supervisors during disability accommodation: a comprehensive examination on job demand and resources theories

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