Startseite Wirtschaftswissenschaften 10 The Influence of a “Best Employer Award” on Hiring Managers’ Beliefs and Intentions to Hire People with Disabilities
Kapitel
Lizenziert
Nicht lizenziert Erfordert eine Authentifizierung

10 The Influence of a “Best Employer Award” on Hiring Managers’ Beliefs and Intentions to Hire People with Disabilities

  • Dianna L. Stone , Kimberly M. Lukaszewski , Melissa Feigelson und Kevin Williams
Veröffentlichen auch Sie bei De Gruyter Brill
Erkunden Sie dieses Fachgebiet So veröffentlichen Sie bei uns
De Gruyter Handbook of Disability and Management
Ein Kapitel aus dem Buch De Gruyter Handbook of Disability and Management

Abstract

The present study examined the relation between a “Best Employer Award for Hiring People with Disabilities” and non-winning managers’ beliefs and intentions to hire people with disabilities (hereinafter PWDs.) We based our predictions on social learning theory that suggested hiring managers would emulate the winning company’s behaviors if they perceived it would lead to future rewards or recognition. Our results revealed that several of the hiring managers’ beliefs were more positive after the award than prior to it. For example, hiring managers reported that PWDs had higher levels of skills and abilities after the award was presented than prior to it. Further, the data indicated that hiring managers reported that they would be more comfortable working with PWDs, and indicated that the costs of accommodations would be lower after the award was granted than prior to it. These results have important implications for enhancing managers’ beliefs about PWDs, and increasing their employment rates. The chapter considers the implications of our findings for future research and practice.

Abstract

The present study examined the relation between a “Best Employer Award for Hiring People with Disabilities” and non-winning managers’ beliefs and intentions to hire people with disabilities (hereinafter PWDs.) We based our predictions on social learning theory that suggested hiring managers would emulate the winning company’s behaviors if they perceived it would lead to future rewards or recognition. Our results revealed that several of the hiring managers’ beliefs were more positive after the award than prior to it. For example, hiring managers reported that PWDs had higher levels of skills and abilities after the award was presented than prior to it. Further, the data indicated that hiring managers reported that they would be more comfortable working with PWDs, and indicated that the costs of accommodations would be lower after the award was granted than prior to it. These results have important implications for enhancing managers’ beliefs about PWDs, and increasing their employment rates. The chapter considers the implications of our findings for future research and practice.

Kapitel in diesem Buch

  1. Frontmatter I
  2. Contents VII
  3. List of Contributors XI
  4. Introduction: Workplace Inclusion of Persons with Disabilities – Contemporary Assumptions, Definitions, and Concepts to Guide Research and Practice 1
  5. Part 1: Framing the Discussion
  6. 1 Overview of Disability Paradigms in Disability and Management Research 21
  7. 2 The Future of Disability Research in the Workplace 35
  8. 3 The Current and Future Law of Accommodation 49
  9. 4 Organisational Disability Measurement and Reporting in the UK 63
  10. Part 2: Intersectionality
  11. 5 COVID-19 and Employment Losses for Workers with Disabilities: An Intersectional Approach 83
  12. 6 Age, Mental Disorders and Work Design Factors 105
  13. 7 Workplace Accommodations for Employees with Concealable Identities: An Overview of Theoretical Paradigms and Review of Empirical Research 125
  14. Part 3: Social Reactions to Disability
  15. 8 Understanding the Complexity of Disability Stigma and its Consequences for Workers and Organizations 145
  16. 9 Managers’ Reactions to Job Applicants and Employees with Disabilities 159
  17. 10 The Influence of a “Best Employer Award” on Hiring Managers’ Beliefs and Intentions to Hire People with Disabilities 173
  18. 11 Leaders with Disabilities: A Boardroom Challenge 189
  19. Part 4: The Role of Context
  20. 12 A Disability Contingency Framework for the Workplace 207
  21. 13 Temporal Challenges at the Intersection of Mental Illness and Work 221
  22. 14 Organizational Culture’s Influence on Employing People with Disabilities 237
  23. 15 Tensions in the Management of Disabled Individuals: The Case of the Sheltered Sector in France 249
  24. Part 5: Expanding Disability Definitions
  25. 16 Reframing Management of Organisational Neurodiversity in Australia: A Contextual Approach 267
  26. 17 Neuroqueerness and Management Research 287
  27. 18 Burnout From an Extended Social Model Perspective: Lived Experiences of Burnout, Lasting Burnout Effects and Returning to Work 305
  28. 19 Sanism: An Inquiry into and Critique of the Workplace Exclusion of People with Serious Mental Illness 319
  29. Part 6: Research and Practice
  30. 20 Disability-Inclusive Online Outreach and Recruitment for Employers 335
  31. 21 To Tell or Not to Tell? Co-Developing an Interactive Online Tool That Supports Employees with Invisible Disabilities to Make a High-Quality Disclosure Decision 353
  32. 22 Challenging Disability Inequality Embedded Within the Online Recruitment Process 369
  33. 23 Fostering Disability Inclusion through Evidence-Based Research-Practice Collaborations – Challenges and Key Success Factors 383
  34. List of Figures 403
  35. List of Tables 405
  36. About the Editors 407
  37. Index 409
https://doi.org/10.1515/9783110743647-011

Kapitel in diesem Buch

  1. Frontmatter I
  2. Contents VII
  3. List of Contributors XI
  4. Introduction: Workplace Inclusion of Persons with Disabilities – Contemporary Assumptions, Definitions, and Concepts to Guide Research and Practice 1
  5. Part 1: Framing the Discussion
  6. 1 Overview of Disability Paradigms in Disability and Management Research 21
  7. 2 The Future of Disability Research in the Workplace 35
  8. 3 The Current and Future Law of Accommodation 49
  9. 4 Organisational Disability Measurement and Reporting in the UK 63
  10. Part 2: Intersectionality
  11. 5 COVID-19 and Employment Losses for Workers with Disabilities: An Intersectional Approach 83
  12. 6 Age, Mental Disorders and Work Design Factors 105
  13. 7 Workplace Accommodations for Employees with Concealable Identities: An Overview of Theoretical Paradigms and Review of Empirical Research 125
  14. Part 3: Social Reactions to Disability
  15. 8 Understanding the Complexity of Disability Stigma and its Consequences for Workers and Organizations 145
  16. 9 Managers’ Reactions to Job Applicants and Employees with Disabilities 159
  17. 10 The Influence of a “Best Employer Award” on Hiring Managers’ Beliefs and Intentions to Hire People with Disabilities 173
  18. 11 Leaders with Disabilities: A Boardroom Challenge 189
  19. Part 4: The Role of Context
  20. 12 A Disability Contingency Framework for the Workplace 207
  21. 13 Temporal Challenges at the Intersection of Mental Illness and Work 221
  22. 14 Organizational Culture’s Influence on Employing People with Disabilities 237
  23. 15 Tensions in the Management of Disabled Individuals: The Case of the Sheltered Sector in France 249
  24. Part 5: Expanding Disability Definitions
  25. 16 Reframing Management of Organisational Neurodiversity in Australia: A Contextual Approach 267
  26. 17 Neuroqueerness and Management Research 287
  27. 18 Burnout From an Extended Social Model Perspective: Lived Experiences of Burnout, Lasting Burnout Effects and Returning to Work 305
  28. 19 Sanism: An Inquiry into and Critique of the Workplace Exclusion of People with Serious Mental Illness 319
  29. Part 6: Research and Practice
  30. 20 Disability-Inclusive Online Outreach and Recruitment for Employers 335
  31. 21 To Tell or Not to Tell? Co-Developing an Interactive Online Tool That Supports Employees with Invisible Disabilities to Make a High-Quality Disclosure Decision 353
  32. 22 Challenging Disability Inequality Embedded Within the Online Recruitment Process 369
  33. 23 Fostering Disability Inclusion through Evidence-Based Research-Practice Collaborations – Challenges and Key Success Factors 383
  34. List of Figures 403
  35. List of Tables 405
  36. About the Editors 407
  37. Index 409
Jetzt anmelden und 20% sparen
Institutioneller Zugang
Wie funktioniert Authentifizierung?
Haben Sie eine Idee, wie wir unsere Website verbessern können?
Bitte schreiben Sie uns.
© 2025 De Gruyter Brill
Heruntergeladen am 30.9.2025 von https://www.degruyterbrill.com/document/doi/10.1515/9783110743647-011/html
Button zum nach oben scrollen