Engaging employees with disabilities in Vietnamese business context

Luu, Tuan Trong

doi:10.1108/er-06-2017-0134

Cited by 15 publications

(18 citation statements)

References 103 publications

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“…In addition, the results showed that the interactive effects of F I G U R E 3 Three-way interactive effect on employee performance future research (Aguinis & Glavas, 2019). Therefore, GHRM plays an essential role in supporting and implementing CSR policies in hotels, and this is consistent with the perspectives of Luu (2018) and Y. J. Kim et al (2019).…”

Section: Modelsupporting

confidence: 61%

Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance

Morrison

Zhang

2020

Corp Soc Responsibility Env

109

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The main goal of this research was to analyze the three-way interactive effects of corporate social responsibility (CSR), green human resource management (GHRM), and responsible leadership on employee green behavior and task performance. Social cognition theory was adopted to explore the context-behavior-performance framework. The research hypotheses were tested using data from a survey of 261 Millennial employees in five-star hotels in China. The results indicated that the three-way interactive effect of CSR, GHRM, and responsible leadership on employee green behavior and performance was significant and positive. In addition, green behavior played a mediation role in this relationship after controlling the effect of organizational identity. This suggests that behavioral improvements are a better predictor of performance than perceptions of organizational identity. The analysis enriches the context-behavior-performance framework literature and highlights that organizations can enhance sustainability by implementing CSR, GHRM, and responsible leadership.

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Section: Modelsupporting

confidence: 61%

Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance

Morrison

Zhang

2020

Corp Soc Responsibility Env

109

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“…Our first contribution pertains to providing a more nuanced and less obvious consideration of human capital that resides in a specific category of neurodivergent people. While we observe a tendency in research to move away from focusing on privileged workers as organizational assets (Ashley and Empson, 2013) to acknowledge the contribution of disabled employees to organizational success (Luu, 2018), little is still known about the value of neurodivergent human capital. We therefore contribute to the emerging strength-based approach to mental disorders (Wiklund et al , 2020) and neurodiversity (Wiklund et al , 2018) where a focus is placed on a person's assets as opposed to weaknesses.…”

Section: Discussionmentioning

confidence: 98%

AMO perspectives on the well-being of neurodivergent human capital

Szulc

Davies

Tomczak

et al. 2021

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PurposeExisting management research and management practices frequently overlook the relationship between the above-average human capital of highly functioning neurodivergent employees, their subjective well-being in the workplace and performance outcomes. This paper calls for greater attention to the hidden human capital associated with neurodiversity by mainstreaming implementation of neurodiversity-friendly policies and practices.Design/methodology/approachDrawing on the ability, motivation and opportunity (AMO) framework, this conceptual paper integrates research on employee neurodiversity and well-being to provide a model of HR-systems level and human capital development policies, systems and practices for neurodivergent minorities in the workplace.FindingsThis paper illustrates that workplace neurodiversity, like biodiversity, is a natural phenomenon. For subjective individual psychological and organisational well-being, neurodivergent employees require an empathetic culture and innovative talent management approaches that respect cognitive differences.Practical implicationsThe case is made for neurodivergent human capital development and policy-makers to promote inclusive employment and decent work in a context of relatively high unemployment for neurodivergent individuals.Originality/valueThis paper extends current debates on organisational equality, diversity and inclusion to a consideration of workplace well-being for highly functioning neurodivergent workers. It calls for more equitable and empathetic approaches to investing in employees with neurodevelopmental and cognitive disabilities.

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“…The 38 articles that were included in the review applied different methodologies: 18 articles described quantitative studies [55][56][57][58][59][60][61][62][63][64][65][66][67][68][69][70][71][72], 16 articles described qualitative studies [73][74][75][76][77][78][79][80][81][82][83][84][85][86][87][88] and four studies applied mixed methods [89][90][91][92]. An overview of the articles, structured by methodology and listed from highest quality to lowest quality, can be found in Tables 1, 2 and 3.…”

Section: Resultsmentioning

confidence: 99%

“…Additionally, developing a strategic plan to normalise disability was found to be positively related to labour inclusion of persons with disabilities [68]. Lastly, moving beyond solely promoting senior management's commitment, openly addressing stigma within the organisation was valued [64,78].…”

Section: Senior Management Commitmentmentioning

confidence: 99%

“…Examples were wheelchairs, amplified telephone headsets, adjustable computer equipment, raised shelves or an interpreter or reader. Lastly, to encourage employees to indicate their need for accommodations the importance of accommodation management systems and accommodation officers were highlighted [60,64,69,85]. Chan et al [57] provide the example of an employee assistance program for accommodations with an assigned budget.…”

Section: Job Accommodations and Redesign Of Workmentioning

confidence: 99%

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

et al. 2022

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Purpose Current models of inclusive workplaces are primarily based on the perceptions of vulnerable workers, whereas attention for employer’s perceptions is lacking. This scoping review addresses this issue by mapping the literature that covers employer’s perceptions on the application and importance of organisational policies and practices aimed at the inclusion of vulnerable workers. Methods A literature search for qualitative and quantitative research articles was conducted in MEDLINE, Scopus, ProQuest, PsychInfo, Google Scholar and Web of Science. Studies were included when (a) they reported on practices aimed at the inclusion, participation, or rehabilitation of (b) workers with disabilities, a low education or migration background, or who were long-term unemployed, and (c) were based on samples of employers or their representatives. Results The search resulted in 3,134 articles. In total, 38 articles met the inclusion criteria of this study. We identified seven types of inclusive practices to stimulate the inclusion of vulnerable workers that employers applied and/or perceived as valuable: senior management commitment, recruitment and selection, performance management and development practices, job accommodations and redesign of work, supportive culture, external collaborations with other employers, and monitoring. Conclusions Our review identified seven categories of inclusive practices that pertain to all stages of the employee journey of vulnerable workers. These categories move beyond those reported in studies based on employee samples, for instance by highlighting the importance of monitoring and collaborations with other employers. Hence, our findings stress that insight into employers’ perceptions about effective measures is crucial to increase labour market participation of vulnerable groups.

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Engaging employees with disabilities in Vietnamese business context

Cited by 15 publications

References 103 publications

Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance

Being sustainable: The three‐way interactive effects of CSR, green human resource management, and responsible leadership on employee green behavior and task performance

AMO perspectives on the well-being of neurodivergent human capital

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

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