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The purpose of this research is to investigate the process of development and implementation of strategies to promote diversity and inclusion of persons with disabilities in the workplace within Netcare (the largest private hospital group) in South Africa.

A single case study methodology is used to document best practices developed at Netcare for the integration of persons with disabilities in the workplace.

The case study demonstrates that integrating people with disabilities in the workplace is a complex process that requires bringing together disability theory/model and organizational change models. Disability integration within Netcare is an ongoing process with positive gains and gaps that can be leveraged to improve the process. Nonetheless, significant improvements in the number of persons with disability integrated at work as well as a good retention rate in the skills development program have been realized.

The documentation of practice based initiatives such as those developed by Netcare is useful for future cross-organizational and cross-context comparative studies. This will ultimately redirect policy and research agendas from the deficit analysis approach towards a more positive inquiry based upon practical and workable solutions.

The treatment of disability as a silo identity does not provide full appreciation of the multiple intersecting identities that interlock to position some persons with disabilities in positions of privilege and marginalization simultaneously.

This chapter reveals the importance of situating disability mainstreaming within a broader organizational transformation strategy. Legislating social and organizational transformation issues is necessary but insufficient to produce the desired social change. This research highlights the value of inculcating transformative leadership culture and building leadership accountability to realize the desired social and organizational change.