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Salkever, David S.; Shinogle, Judith A.; Purushothaman, Mohankumar

doi:10.1023/a:1026614418969

Cited by 7 publications

(11 citation statements)

References 5 publications

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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, accessibility practices were indicated to be important accommodations [84]. Examples were adapted formats of communication, accessible elevators, washrooms, parking, handrails, ramps, transportation, technical aids at work, improved infrastructure, and adapted lighting [59,62,68,70,71,75,77,79,87,89,91,92]. In line with this, adapted furniture or equipment was indicated to be important for safety and attractiveness of the workplace [61,70,72,78].…”

Section: Job Accommodations and Redesign Of Workmentioning

confidence: 99%

“…For instance, Pérez-Conesa et al [68] found that defining an explicit statement on commitment related to inclusion of persons with disabilities was applied by 42.8% of their sample of personnel managers and was positively related to more advanced inclusion practices-such as diversity training that aims to develop awareness and sensitivity for diverse issues at [55,61,72], dedicating attention to disability in all organisational policies and procedures [60] or publishing a policy on non-discrimination [57]. 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%

“…External collaborations with experts on inclusion or disability management, other organisations, communities of practice, or rehabilitation agencies for support, expertise, or visibility were mentioned in six articles as helpful for inclusion of persons with disabilities [57,60,64,83,84,86]. Pérez-Conesa et al [68] indicated that strategic alliances with other organisations or partners in the community were positively related to inclusion. Additionally, Erickson et al [60] found that requiring subcontractors or suppliers to adhere to nondiscriminatory requirements enhances inclusion.…”

Section: External Collaborationsmentioning

confidence: 99%

“…Quantitative practices that helped to achieve this were annual targets that serve to evaluate employment goals, internal audits with goalsetting, measuring the number of persons with disabilities, or using a corporate analysis of the costs of disability management initiatives [57,86,89]. For more qualitative monitoring, involving employees in monitoring practices was indicated as important [61,68,75]. Interviews by Fujimoto et al [75] indicated that monitoring by listening to minority voices is important in the monitoring and adaptation of inclusive practices.…”

Section: Monitoringmentioning

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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Section: Resultsmentioning

confidence: 99%

Section: Job Accommodations and Redesign Of Workmentioning

confidence: 99%

Section: Senior Management Commitmentmentioning

confidence: 99%

Section: External Collaborationsmentioning

confidence: 99%

Section: Monitoringmentioning

confidence: 99%

See 3 more Smart Citations

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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Disability management practices in education, hotel/motel, and health care workplaces

et al. 2005

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The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers

Kersten,

van Woerkom,

Geuskens

et al. 2024

J Occup Rehabil

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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.

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Untitled

Cited by 7 publications

References 5 publications

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

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

Disability management practices in education, hotel/motel, and health care workplaces

The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers

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