Towards a confluence: disability inclusion and organizational change
01 Jul 2020-Journal of Indian Business Research (Emerald Publishing Limited)-Vol. 12, Iss: 4, pp 625-644
TL;DR: In this paper, the authors explore how organizations can be facilitated for adapting to the need and responsibility for change, towards evolving into disability inclusive workplaces, using an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature.
Abstract: 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.
Citations
More filters
01 Jan 2006
TL;DR: In the past 20 years, Lewin's approach to change, particularly the 3-step model, has attracted major criticisms as discussed by the authors, including the assumption that organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power and politics; and was top-down and management-driven.
Abstract: The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power and politics; and was top-down and management-driven. This article seeks to re-appraise Lewin's work and challenge the validity of these views. It begins by describing Lewin's background and beliefs, especially his commitment to resolving social conflict. The article then moves on to examine the main elements of his Planned approach to change: Field Theory; Group Dynamics; Action Research; and the 3-Step model. This is followed by a brief summary of the major developments in the field of organizational change since Lewin's death which, in turn, leads to an examination of the main criticisms levelled at Lewin's work. The article concludes by arguing that rather than being outdated or redundant, Lewin's approach is still relevant to the modern world.
184 citations
TL;DR: In this paper, a review of past studies from 2016-2020 has been conducted to fill in the gap by proposing a framework related to factors influencing training effectiveness among disabled people, based on Training Engagement Theory developed by Sitzmann and Weinhardt.
Abstract: Employees are the most important asset of any organization regardless of their capabilities. Even though the number of disabled people currently employed in Malaysia labour workforce still consider small, their rights for training and development opportunities cannot be ignored. Due to globalization, boundaryless world and current outbreak of Corona Virus (COVID-19), the need for virtual training and development have increased gradually. However, due to the limited number of reported training conducted, therefore, knowledge related to its effectiveness are also inadequate. This review of past studies from 2016-2020 has been conducted to fill in the gap by proposing a framework related to factors influencing training effectiveness among disabled people. Google Scholar has been used as a general searching platform that will direct researchers to scholarly academic electronic databases such as Emerald, Springer Link, and Wiley Online Library. Based on Training Engagement Theory developed by Sitzmann and Weinhardt (2015), this study has proposed a research framework for further investigation. Implications for future research also provided at the end of this article.
2 citations
Cites background from "Towards a confluence: disability in..."
...As a result, they are more selfmotivated to transfer the knowledge gained during training to their workplace (Suresh & Dyaram, 2020)....
[...]
References
More filters
5,665 citations
TL;DR: The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation as mentioned in this paper, however, contrary to this criticism, the SHRM literature has a strong theoretical foundation.
Abstract: The field of strategic human resource management (SHRM) has been criticized for lacking a solid theoretical foundation. This article documents that, contrary to this criticism, the SHRM literature ...
4,017 citations
TL;DR: In this paper, a heuristic framework illustrating recent trends in the literature depicts team effectiveness as a function of task, group, and organization design factors, environmental factors, internal processes, external processes, and group psychosocial traits.
3,568 citations
TL;DR: This article reviewed and evaluated recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns.
Abstract: In this article, we review and evaluate recent management research on the effects of different types of diversity in group composition at various organizational levels (i.e., boards of directors, top management groups, and organizational task groups) for evidence of common patterns. We argue that diversity in the composition of organizational groups affects outcomes such as turnover and performance through its impact on affective, cognitive, communication, and symbolic processes.
3,053 citations
TL;DR: In this paper, the authors introduce the concept of the strength of the HRM system and describe the meta-features that result in a strong organizational climate, analogous to Mischel's "strong situation", where individuals share a common interpretation of what behaviors are expected and rewarded.
Abstract: Theory building has lagged on the intermediate linkages responsible for the relationship between HRM and firm performance. We introduce the construct “strength of the HRM system” and describe the meta-features of an HRM system that result in a strong organizational climate, analogous to Mischel's “strong situation,” in which individuals share a common interpretation of what behaviors are expected and rewarded. The strength of the HRM system can help explain how individual employee attributes accumulate to affect organizational effectiveness.
2,646 citations