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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.

The decision to disclose an illness is a difficult choice for many individuals. Despite national laws such Americans with Disabilities Act that protect workers with disabilities from discrimination in the workplace, the stigmas around certain illnesses, fears of being judged by others using different standards, and concerns about a lack of support regardless of legal requirements are all reasons why someone may hesitate to disclose a health condition in the workplace.

Using experimentally manipulated vignettes and a combination of theories on attribution and incivility, this study explores the dangers of not disclosing a disability/condition that can lead to behaviors that will engender judgments by coworkers.

The results of the study make clear that there are social benefits to disclosing a health condition rather than concealing. The findings clearly demonstrate that attributing an individual's negative behavior to their disposition will lead to more judgments of responsibility, and less sympathy and more anger compared to behaviors that can be explained by any health reason. Furthermore, more punishment, feelings of revenge and social distancing await individuals whose negative behavior cannot be explained by health issues.

This study combines issues of health, attributions, incivility in an experimental studies that illuminates issues surround disclosing a workplace disability that go beyond the typical focus of legal questions.

In this chapter, we explore the role of disability-based employee resource groups (ERG) in implementing large organizations' disability inclusion strategies and how pandemic responses shaped the workplace treatment and inclusion of disabled employees.

We conducted semi-structured interviews with disability-based ERG members and diversity, equity, and inclusion (DEI) professionals in large corporate settings. Then, we analyzed how pandemic-induced changes in the workplace impacted disability inclusion efforts and experiences of disabled employees.

Results from our study revealed that workplace disability inclusion responsibilities shifted to disability-based ERGs during the onset of the pandemic. Participants detailed how organizational disability inclusion practices and policies expanded through increased awareness among some employee bases and were de-prioritized to the point of erasure in other situations. Within the context of the pandemic, members of disability-based ERGs played an integral part in both enhancing visibility of disability and responding to instances of ableism in their respective organizations.

Findings provide context as to how shifting organizational contexts, such as pandemic related workplace policies, becomes disabling, and in turn illustrate the fluid nature of disability. By framing disability as an evolving (fluid) identity category and prioritizing the awareness of disabled perspectives, organizations can better support disabled employees in their future, overarching DEI strategies and approaches to workplace inclusion post-pandemic.

Many workers with disabilities face cultures of exclusion in the workplace, which can affect their participation in decisions, workplace engagement, job attitudes and performance. The authors explore a key indicator of engagement—perceptions of organizational citizenship behavior (OCB)—as it relates to disability and other marginalized identities in the workplace.

Using an online survey, legal professionals answered questions about their workplace experiences. Ordinary least squares (OLS) multivariate regression analysis with progressive adjustment was used to investigate the effect of demographic and organizational factors on perceptions of OCB.

The authors find that employees with disabilities have lower perceptions of OCB, both before and after controlling for other personal and job variables. The disability gap is cut nearly in half, however, when controlling for workplace culture measures of co-worker support and the presence of an effective diversity, equity and inclusion (DEI) policy. Disability does not appear to interact with gender, race/ethnicity and LGBTQ + status in affecting perceptions of OCB.

The results point to the workplace barriers faced by people with disabilities that affect their perceptions of engagement, and the potential for supportive cultures to change these perceptions.

This study aims to review the extant literature on workplace disability inclusion in the organised sector in India and presents an integrated model based on emergent themes in indigenous studies.

The review is directed by the following foci: In what contexts was workplace disability inclusion in India empirically investigated? How was workplace disability inclusion examined (method)? What important themes emerge from the studies? Towards this, empirical scholarly studies in India, published between 2011–2019, is reviewed to identify the evolutionary trends.

Prominent themes have been identified at three levels – organization, group and individual. At an organization level, the focus is on inclusive strategy and practices. Country-specific contextual factors such as legislation, accessibility and external eco-system influence an organization’s inclusive strategy, which addresses how organizations engage with persons with disability (PwD), job mapping, accessibility and targeted recruitment. Inclusive practices span across various phases of the employee life cycle, namely, recruitment, onboarding, development and retention. At the group level, the themes highlight group boundaries, PwD-supervisor interaction, PwD-co-worker interaction and PwD-PwD interaction. At an individual level, PwD experiences are categorized as physical, job-related and psychological. Workplace treatment and experiences of PwD vary from discrimination to inclusion and along with other outcomes, are influenced by contextual factors.

This study contributes to the development of workplace disability inclusion theory, by presenting an integrated model of prominent themes, offering greater clarity and avenues for extending the literature. The paper discusses themes that can help organizations facilitate inclusion, thereby improving employment opportunities for PwD.

In a first, the study provides an integrated account of inclusion of PwD in organized sector in India.

In the spirit of the growing Time is Up movement in North America, this paper aims to focus on the human dimension of academic learning environments and delves into the reasons for the continuous oppression, discrimination and bullying (ODB) of faculty members with disabilities in academia, showing the particularly detrimental effect of ODB in the small professionally oriented field of information science.

The conceptualizing of continuous ODB of people with disabilities in academia is done by carefully scrutinizing the state of affairs; presenting a nuanced survey of utilized terminology; providing a new and inclusive definition of everyday oppression; introducing a new model of an oppressive workplace environment experienced by people with disabilities; showing the centrality of information behaviours and phenomena in ODB; highlighting the high relevance of this discussion to learning science; and outlining potential detrimental effects of ODB on the psychological climate in and the process of professional higher education.

The model of an oppressive workplace environment experienced by people with disabilities is presented.

Unlike previous models of ODB at the workplace, the current model puts information phenomena as decisive factors in continuous ODB against people with disabilities; particular attention is paid to information avoidance behaviours; distorted or delayed information messages transmitted by managers to employees; gossip as an informal information-based tactic of ODB; the insufficient protection of privacy and confidentiality of information about disabilities and personal health; and vague information messages that diminish the usefulness of university policies on disabilities.

The purpose of this paper is to integrate research on human resource systems with work on disability management practices to outline how multinationals across India and Germany are engaged in efforts to increase workplace inclusion of persons with a disability.

Semi-structured interviews with respondents from multinational corporations in India and Germany were conducted, transcribed, and analyzed.

Employers followed three guiding principles (i.e. beliefs): importance of harnessing diversity, encouraging multi-stakeholder engagement internally, and engaging with the external ecosystem to build internal human resource capabilities. Respondents further noted two interdependent and mutually constitutive programs that covered the life cycle of the employee: job flexibility provisions and integration programs. Country-specific differences existed in terms of perceived external stakeholder support and availability of talent.

The results complement prior research with respect to the importance of organizational factors for the inclusion of persons with a disability and also extend prior research by shedding light on the role of the national context in such inclusion endeavors.

Findings indicate that disability-inclusion principles may be universal, but their operationalization is region specific. Global organizations must be aware of these differences to design effective inclusion programs.

The study helps in designing and evaluating appropriate inclusion initiatives for persons with disabilities, an important yet underutilized group of potential employees in both India and Germany.

This is the first study to investigate country-specific commonalities and differences in fostering workplace inclusion of persons with disabilities in India and Germany.

Every employee embodies manifestations of every demographic that attach to him or her different minority and majority statuses at the same time. As these statuses are often related to organizational hierarchies, employees frequently hold positions of dominance and subordination at the same time. Thus, a given individual’s coping strategies (or coping behavior) in terms of minority stress due to organizational processes of hierarchization, marginalization, and discrimination, are very often a simultaneous coping in terms of more than one demographic. Research on minority stress mostly focuses on single demographics representing only single facets of workforce diversity. By integrating the demographics of age, disability status, nationality, ethnicity, race, sexual orientation, and religion into one framework, the intersectional model proposed in this chapter broadens the perspective on minorities and related minority stress in the workplace. It is shown that coping with minority stress because of one demographic must always be interpreted in relation to the other demographics. The manifestation of one demographic can limit or broaden one’s coping resources for coping with minority stress because of another dimension. Thus, the manifestation of one demographic can determine the coping opportunities and coping behavior one applies to situations because of the minority status of another demographic. This coping behavior can include disclosure decisions about invisible demographics. Therefore, organizational interventions aiming to create a supportive workplace environment and equal opportunities for every employee (e.g., diversity management approaches) should include more demographics instead of focusing only on few.

The objective of this paper was to identify and analyze barriers to hiring persons with disabilities from the perspective of employers and persons with disabilities.

A scoping review was used to evaluate both evidence and grey literature. An integrative analysis was employed to explicate the most salient macro and meso level barriers that limit the hiring of persons with disabilities.

A total of 38 articles from 6,480 evidence literature and 19 documents from grey literature were included in data extraction. Barriers included: negative attitudes in society, by employers and coworkers (macro and meso); workplace barriers (meso) were about lack of employer knowledge of performance skill and capacity of persons with disabilities, and the lack of awareness of disability and the management of disability-related issues in hiring and retention; and service delivery system barriers (macro) were focused on the lack of integration of services and policies to promote hiring and retention.

Knowledge gained furthers the understanding of the breadth of social, workplace and service delivery system obstacles that restrict the entry into the labor marker for persons with disabilities.

Barriers to employment for persons with disabilities at the macro and meso level are evident in the literature and they remain persistent over time despite best efforts to promote inclusion. Findings in this review point to the need for more specific critical research on the persistence of social, workplace and service delivery system barriers as well as the need for pragmatic approaches to change through partnering and development of targeted information to support employers in hiring and employing persons with disabilities.

Despite increased attention towards workplace disability in global and local development agenda, mainstream inclusion of persons with disability continues to be a challenge for most organizations. This paper aims to explore how organizations can be facilitated for adapting to the need and responsibility for change, towards evolving into disability inclusive workplaces.

This paper uses an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature.

This review indicates that in comparison with the other dimensions of diversity, disability brings unique challenges that need a differentiated management approach. Further, it finds a strong base for organizations to approach disability management as a strategic and transformative change initiative, aligning with some of the proven change and organization development (OD) interventions.

This paper draws implications for disability management and highlights the need for a practice perspective towards disability management and OD.

This paper provides an integrated view of critical factors influencing workplace disability management and OD.