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The purpose of this chapter is to survey and synthesis the literature on: (1) myths and misinformation about persons with disabilities that create attitudinal barriers to employment, (2) best practices in employing persons with disabilities, (3) the business case for hiring persons with disabilities and (4) corporate social responsibility and disability, in order to distill a model for changing corporate culture for successfully integrating employees with disabilities into an organizations workforce.

An extensive review of the above mentioned literature is synthesized and distilled into a model.

The review indicates a number of best practices to be implemented in order to successfully integrate employees with disabilities into the workforce. These factors have been synthesized into a model to guide employers in affecting corporate cultural change to address the integration of person with disabilities into the organization.

A systematic approach to integration of employees with disabilities, informed by the significant business logic for doing so.

The chapter provides an extensive survey of the literature on disability employment and highlights attitudinal barriers to employing persons with disabilities, the business case and social responsibility case for employing persons with disabilities, the best practices for success and synthesizes these factors into an original model to guide business in cultural change making.

This study aims to identify the level of human resource management difficulties (job suitability, training and development, motivation and performance appraisal) women employees with disabilities face in the Jordanian public sector, the satisfaction of the availability of the work facilities, difficulties they face when interacting with supervisors and colleagues as well as with clients at work.

A descriptive analytical approach has been used through designing a questionnaire aimed to examine the study dimensions. A random convenient sample of 306 women with disabilities was chosen. Data were analyzed using SPSS software.

Analysis revealed that the overall level of human resource management difficulties in the Jordanian public sector as perceived by women with disabilities was moderate (mean = 3). The participants reported a moderate level of assessment (mean = 2.80) about the availability of the work facilities. In addition, they showed a moderate level of satisfaction about both the treatment they receive from supervisors and colleagues as well as from clients with mean values of 2.85 and 2.91, respectively. The participants with physical disability and who hold administrative jobs reported higher level of difficulties of human resources management. Data showed that about 82% of women with disabilities were hired based on a social/humanitarian base instead of merit system.

This study has a significant practical contribution in providing information that will help policy makers and human resource managers to identify job-related difficulties and develop policies and programs to alleviate them to provide a better work environment to integrate employees with disabilities.

This study has a crucial value in filling the knowledge gap in examining the work-life of persons with disabilities in Jordan and in the Arab world.

The purpose of this paper is to examine the work challenges of employees with disabilities and predict the organisational behaviours of employees and their involvement in employment.

A self-developed questionnaire was used to gather relevant information from employers, employees with disabilities and their co-workers. The questionnaires were distributed and administered by a number of trained enumerators.

Both employers and co-workers perceived that their organisations have provided conducive organisation climate, comfortable work environment and reasonable adjustment for their employees with disabilities. Employees with disabilities are found loyal and committed. They are satisfied with the job. Organisational loyalty and commitment are predicted by the organisations’ ability to restructure their job design to suit to the needs of employees with disabilities.

Initially, this study planned to use purposive sampling; however, due to poor database maintained by the relevant agency of employees with disability employment in the country, the paper was unable to identify which employers employ how many employees with disabilities. The sampling then was based on convenient sampling.

Job design, organisational climate and comfortable work environment have long been recognised for motivating employees’ performance (Hackman et al., 1975; Garg and Rastogi, 2006). The paper's findings show that these factors also motivate employees with disabilities. This is added value to the existing body of knowledge as limited is known about the motivation of employees with disabilities.

This study is unique because it gathers data from several parties: employees with disabilities, the co-workers and the employers.

This paper investigates the extent to which disability type contributes to differential evaluation of employees by managers. In particular, the authors examined managerial prejudice against 3 disability diagnoses (i.e. psychiatric, physical disability and pending diagnosis) compared to a control group in a return-to-work scenario.

Working managers (N = 238) were randomly assigned to 1 of 3 scenarios containing medical documentation for a fictional employee that disclosed either the employee's psychiatric disability, physical disability, or a pending diagnosis. The authors also collected a separate sample (N = 42) as a control group that received a version of the medical documentation but contained no information about the disability diagnosis.

Compared with employees without stated disabilities, employees with a psychiatric disability were evaluated as more aggressive toward other employees, less trustworthy and less committed to the organization. Compared to employees with either physical disabilities or pending diagnoses, employees with psychiatric disabilities were rated as less committed to the organization. The authors discuss implications for future research and the trade-offs inherent in disability labeling and disclosure.

The current study extends prior research by examining a broader range of outcomes (i.e. perceived aggressiveness, trustworthiness and commitment) and moving beyond performance evaluations of employees with disabilities. The authors also assess the relative status of a “pending diagnosis” category—a type of disclosure often encountered by managers in many jurisdictions as part of accommodating employees returning to work from medical-related absence.

There has been a growing number, though still modest, of organizations in Vietnam context that hire employees with disabilities and build disability inclusive management practices and disability diversity climate for them to engage in their work roles. The purpose of this paper is to investigate how disability inclusive HR practices contribute to work engagement of employees with disabilities working in Vietnam-based information technology (IT) industry.

The research model was tested through the data collected from employees with disabilities and their direct supervisors from IT companies based in Vietnam.

The data analysis revealed that disability inclusive HR practices influenced employees with disabilities to engage in their work activities through organizational identification as a mediator. Moral leadership exhibited a positive interactive effect with disability inclusive HR practices in promoting organizational identification of employees with disabilities and, in turn, their work engagement. In addition, employees’ idiosyncratic deals were found to serve as an individual enhancer for the link between their organizational identification and work engagement.

This research sets a milestone for more empirical inquiries on disability-oriented antecedents at both organizational and individual levels that can foster work engagement of employees with disabilities.

The purpose of this study is to examine the impact of employees’ different disability types on lodging guests’ perceptions of service quality delivery and stereotyping. The study also explores the influence of consumer characteristics (i.e. gender, education, religiosity, generational identity and relationship to a person with a disability) on service delivery quality perceptions and stereotyping.

Using different types of disabilities, the study uses a controlled experiment, followed by a survey, to evaluate consumers’ perception of service quality delivery of a hotel front office staff member.

The results suggest that there are no significant differences in the perceptions of service quality delivery and stereotyping for service employees with disabilities with the exception of employees with a visual impairment. The study found that participants, who had a close friend or family member with a disability, expressed less stereotyping than those who did not have a close friend or family member with a disability.

Real service encounters can be used where participants might be more involved in the service process than in a controlled experiment setting.

The findings provide support to human resource management in strategically placing people with disabilities into front-line positions because they satisfactorily represent the image of the company and guests consider their service professional and reliable.

The study’s findings support that employers should tap into the under-utilized workforce of people with disabilities and avoid pre-existing stereotyping.

A major concern of hospitality companies making employment decisions about hiring people with disabilities is guests’ attitude. This is the first study in hospitality that examines service quality delivery of employees with different types of disability serve guests.

Before turning our attention to the recent developments in employment of the disabled and becoming familiar with these developments, it is important to define what the words disability and handicap mean in general. The majority of us use these two words interchangeably. There is, however, a difference in the meanings that should be understood before any further examination into the topic is made. Disability is the functional limitation within the individual that is caused by physical, mental, or sensory impairments; handicap is the loss or limitation of opportunities to take part in the normal life of the community on an equal level with others due to physical and social barriers [5]. Until the end of 1992, over 251,000,000 persons were classified as disabled in the United States. Males account for 49%, while females make up 51% of this population. There is also a strong relationship between age and the likelihood of a disability. Persons 65 years and over made up 12.2% of the total population, but they accounted for 33.8% of all persons with a disability. Persons with low incomes are more likely to have disabilities than persons with high incomes. As far as employment goes, the employment rate among both sexes for persons with no disability was 80.5%, but the rate was 24.1% for disabled persons [5]. People with disabilities have unfortunately not been part of the American mainstream and are still excluded from full participation in society. Millions are seeking employment so they too can earn a living and become socially and economically independent. Such employment statistics brought about the Americans with Disabilities Act (ADA). The ADA is the most significant federal civil rights legislation that has affected and will continue to affect private employers since the passage of Title VII of the Civil Rights Act of 1964. It was signed by President Bush on July 26,1990. For employers with 25 or more employees, the ADA went into effect July 26, 1992; and for employers with 15–24 employees, it went into effect on July 26,1994. Companies with less than 15 employees are exempt from the job‐bias rules. Stated in the most simple terms, the ADA will prohibit discrimination in employment and in access to public services based upon disability. Employers must now provide reasonable accommodation to disabled employees and applicants as long as this does not inflict undue hardship on the business. Three major barriers currently exist for working‐aged disabled people: discrimination, lack of employment opportunities, and places with reasonable accommodations for the disabled.

Based on the principle of equality, individuals with disabilities have the right to equal job opportunities and career advancements and to actively participate in the economy like other members of society. This study aims to provide an integrated description of discriminatory occupational practices and behaviours that individuals with disabilities face. This study followed the descriptive analytical approach to achieve the objectives. A questionnaire was used for data collection purposes.

The target population for this study was male and female employees with disabilities working in the Jordanian Government sector for the years 2019–2022 in all governorates of Jordan. The sample method used was purposive-convenient random sampling, and the size of the sample valid for statistical analysis was n = 1,043. Using the Statistical Package for Social Sciences (v26), a number of statistical tests were conducted to infer the features of the researched phenomenon.

This study found an overall moderate level (mean = 2.76) of practices and behaviours of job discrimination against individuals with disabilities in the Jordanian public sector. All proposed practices and behaviours were at moderate levels of agreement, with the highest discriminatory behaviours being in the areas of training and learning opportunities (2.88), followed by job performance evaluation (2.84), work leave and vacation (2.75), integration and social participation (2.74), career advancement and promotion (2.73) and, last, the distribution of tasks and responsibilities (2.61). Furthermore, it was found that there are significant differences in the levels of discriminatory practices and behaviours towards people with physical disabilities, individuals with visual impairments and psychological disabilities, new employees at work and those with a low level of education. In addition, employees at higher administrative levels (manager, deputy/assistant manager and head of department/division) and workers in the southern and central governorates are exposed to the highest levels of discrimination.

Lack of data: There is often a lack of reliable and comprehensive data on employees with disabilities, making it difficult for researchers to accurately study and understand the experiences of this population. Stigma and discrimination: People with disabilities often face stigma and discrimination, which can make it challenging for researchers to engage with them and collect accurate information.

Moreover, it was found that the main agencies to which cases of discriminatory practices towards individuals with disabilities working in the Jordanian public sector are reported are the direct managers/supervisors (n = 381), the ministry to which the institution/department belongs (n = 278) and the Higher Council for the Rights of Persons with Disabilities (n = 261).

Supporting social inclusion: Employment can provide a sense of purpose, identity and social inclusion for people with disabilities, which can have a positive impact on their disabilities and overall quality of life. Improving diversity and inclusion: The inclusion of employees with disabilities can contribute to a more diverse and inclusive workplace, where all employees feel valued and respected.

This study found that discriminatory practices against employees with disabilities in the Jordanian public sector were largely because of a lack of awareness of reporting mechanisms and negative attitudes towards individuals with disabilities. This study proposes solutions such as raising awareness among non-disabled employees, implementing penalties for discriminatory behaviour and updating legislation for the rights of individuals with disabilities.

Employers increasingly seek a competitive advantage through inclusive hiring practices and recruitment of persons with disabilities. Early research indicates when employers consider individuals for their strengths rather than solely for their needs, the organization prospers. However, details about how companies pursue a disability inclusive workplace and the effect of those efforts are poorly understood.

An inductive qualitative case study approach was utilized to understand one biotechnology corporation and their approach to recruiting, hiring, and retaining employees with disabilities. Individual and focus group interviews were conducted.

Results suggest that when the company lives its mission around wellness and inclusivity, they benefit from working with and learning from a range of perspectives, furthering their growth. Placing equal emphasis on hiring a diverse workforce and prioritizing supports and wellness practices lead to greater productivity and innovation.

This study illustrates how one company successfully recruits and hires persons with disabilities, resulting in benefits to their financial bottom line and to the organizational culture.

This paper offers insights for other companies intentionally hiring persons with disabilities, providing accommodations in the workplace, and creating an organizational culture where all employees feel valued and supported. These steps have a direct impact on employee engagement, productivity, and retention.

The subject of invisible disabilities is becoming more prevalent in the workplace. Invisible disabilities (as defined by the Invisible Disabilities Association) refers to symptoms such as “debilitating pain, fatigue, dizziness, cognitive dysfunctions, brain injuries, learning differences and mental health disorders, as well as hearing and vision impairments.” There are times when employees are hesitant to disclose their invisible disability to their employer or coworkers, which means that accommodations for disabilities may not be requested or made. Accommodations made in the workplace for invisible disabilities can include flexible schedule, special software for assisting with scheduling or prioritizing tasks, or architectural changes such as a standing desk. The paper aims to discuss these issues.

For this literature review, articles on invisible disabilities and accommodations were researched and used to support the importance of accommodations in the workplace.

Invisible disabilities are affecting the workplace and must be addressed. Those struggling with invisible disabilities need to consider sharing information about their disability with their employer as well as requesting accommodation. The question of whether or not to inform coworkers should be left to individual employees and what they feel comfortable divulging. More research needs to be done on how to create learning opportunities and sensitivity in the workplace to those with invisible disabilities. Perhaps training should be offered at the time a new employee begins work.

This literature review is of value because it speaks to an important issue facing today’s workplaces – invisible disabilities and accommodations. Mental illnesses are an invisible disability and as more people are diagnosed and enter the workforce, employers are faced with an increasing demand to meet the needs of these workers. Educating employers and employees on the topic of invisible disabilities and accommodations paves the way to a greater and more productive workforce.