Functions and Knowledge Domains for Disability Management Practice

Abstract

The importance of job functions and knowledge domains to the practice of disability management was examined by systematically obtaining the opinions of a panel of 44 recognized experts in disability management. As proposed by Habeck and Kirchner (1999), disability management was conceptualized at two levels of practice. Level I (DM) was defined as administrative and managerial in nature, with an organizational focus. Level II (dm) was conceptualized as human-service oriented, involving the direct provision of services to individual clients. The results indicated that many functions and knowledge domains that appear to be generally important to disability management practice, while others appear to have greater or lesser salience depending on whether services are focused at the organizational or individual level of intervention.

A Comparative Study of the Job Tasks, Functions, and Knowledge Domains of Rehabilitation Professionals Providing Vocational Rehabilitation Services in Australia and Germany

“…For example, Blackman and Chiveralls (2011) describe “workplace (vocational) rehabilitation” (p. 537) as a complex process utilizing the workplace and emphasizing the role of the supervisor to promote successful return to work. The evolution of workplace vocational rehabilitation into disability management has taken the workplace focus a step further, becoming an employer-driven model of rehabilitation (Currier, Chan, Berven, Habeck, & Taylor, 2001).…”

Interventions to Improve Employment Outcomes for Workers Who Experience Mental Illness

“…Disability management refers to employer-directed programs and practices aimed at the prevention of disability and rapid return to work. 59,60 Disability management programs are typically characterized by a single management plan designed to ensure the implementation of key practices. 61,62 A particular strength of disability management is its potential to support labour-management relationships by balancing economic and productivity needs with the sustained health and well-being of the workforce.…”

Unifying and diversifying workplace-based efforts for promoting health and preventing disability

“…Together with these three examples of changes towards strengthened focus on workplace-based efforts, we also need to mention Disability Management strategies (DM) [22][23][24]. DM was from the start an employer's commitment to ensure the continued employment and accommodation of employees who experience functional limitations.…”