wow-inequalities/02-data/intermediate/wos_sample/b0590f26977b210665e3d27af6e6b019-cavanagh-jillian-an/info.yaml

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abstract: 'Purpose The purpose of the article is to examine the experiences of
workers with intellectual disability (WWID) and subtle discriminatory
practices that hold these workers back from thriving at the workplace.
Design/methodology/approach The research design employs the Shore et al.
(2011) framework of inclusion supported by optimal distinctiveness
theory (ODT) (Brewer, 1991). These theoretical frames are used to
examine the potential for WWID to become members of a work group and
experience the opportunity to develop their unique selves, negotiate and
thrive through their work for purposeful career outcomes. A qualitative
case study approach was adopted through interviews and focus groups with
a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5
duty/department managers (DMs), 24 colleagues and 16 supervisors.
Findings The authors found that enhancing inclusion is underpinned by
the positive impact of human resource management (HRM) practices and
line management support for WWID feelings of belongingness and
uniqueness that enable them to thrive through their work activities. The
authors demonstrate that WWID need manager support and positive social
interactions to increase their learning and vitality for work to embrace
opportunities for growth. However, when WWID do not have these
conditions, there are fewer opportunities for them to thrive at the
workplace. Practical implications There is a need for formal HRM and
management support and inclusive organisational interventions to
mitigate discriminatory practices and better support WWID at work. There
is an opportunity for HRM to design training and development around
belongingness and uniqueness for this cohort of workers to maximise WWID
opportunities to thrive through their work. Originality/value This study
examines a cohort of WWID who are often forgotten and subtly
discriminated against more so than other minority or vulnerable cohorts
in the workplace, especially in terms of their development and reaching
their full potential at work, which has an impact on their ability to
thrive through their work. The paper makes an innovative contribution to
the HRM literature through unpacking the processes through which Shore
et al.''s (2011) conceptualisation of belongingness and uniqueness
contributes to thriving for a marginalised and often overlooked cohort
of workers.'
affiliation: 'Pariona-Cabrera, P (Corresponding Author), RMIT Univ, Melbourne, Vic,
Australia.
Cavanagh, Jillian; Pariona-Cabrera, Patricia; Bartram, Timothy, RMIT Univ, Melbourne,
Vic, Australia.
Meacham, Hannah, Monash Univ, Melbourne, Vic, Australia.'
author: Cavanagh, Jillian and Meacham, Hannah and Pariona-Cabrera, Patricia and Bartram,
Timothy
author-email: patricia.pariona-cabrera@rmit.edu.au
author_list:
- family: Cavanagh
given: Jillian
- family: Meacham
given: Hannah
- family: Pariona-Cabrera
given: Patricia
- family: Bartram
given: Timothy
da: '2023-09-28'
doi: 10.1108/PR-10-2021-0723
earlyaccessdate: NOV 2021
eissn: 1758-6933
files: []
issn: 0048-3486
journal: PERSONNEL REVIEW
keywords: 'Discrimination; Intellectual disability; Line managers; HRM;
Belongingness; Uniqueness; Thriving and inclusion'
keywords-plus: 'SOCIAL INCLUSION; SELF-EFFICACY; EMPLOYMENT; DIVERSITY; PEOPLE;
EMPLOYEES; PERSPECTIVES; PERCEPTIONS; EXCLUSION; IDENTITY'
language: English
month: OCT 17
number: 7-8, SI
number-of-cited-references: '66'
orcid-numbers: 'Pariona-Cabrera, Patricia/0000-0002-4578-2005
Bartram, Timothy/0000-0003-4496-7048'
pages: 1739-1756
papis_id: b251ad1c7cc4e1c03a345ee3ac76c9a8
ref: Cavanagh2021subtleworkplace
researcherid-numbers: 'Pariona-Cabrera, Patricia/ISB-3348-2023
'
times-cited: '1'
title: Subtle workplace discrimination inhibiting workers with intellectual disability
from thriving at the workplace
type: article
unique-id: WOS:000722829800001
usage-count-last-180-days: '5'
usage-count-since-2013: '20'
volume: '50'
web-of-science-categories: Industrial Relations \& Labor; Psychology, Applied; Management
year: '2021'