Abstract
Introduction: Demand-side employment research on company policies and practices related to retention and absence and disability management (ADM) can contribute to our understanding of employment issues related to people with disabilities from the employers' perspective. Aim To examine company ADM and retention practices and their effectiveness, as well as how these company policies and practices might influence hiring of people with disabilities. Method: Disability Management Employer Coalition employer members (N = 650) were surveyed by internet and the survey data were analyzed using descriptive statistics, correlation, and multiple regression. Results: Ninety-five participants responded to the survey resulting in a response rate of 14%. Retention practice was found to be associated with retention effectiveness (r = .39, P<.01). Items most highly correlated with retention effectiveness address the provision of development opportunities to employees at every level, seeking the ideas and involvement of employees, and assuring they know how their work and performance support the mission. ADM practice was related to improving health and managing health conditions (r = .26, P<.05) and resolving disability and bringing back to work (r = .37, P<.01). Consistent RTW procedures (r = .21), employee-oriented culture (r = .23), safety/risk prevention (r = .21), and very early intervention (r = .21) correlated with delaying/preventing employment exits related to health impairment. Retention practice, ADM practice, retention effectiveness, ADM effectiveness and disability attitudes comprised a model to predict the hiring of people with disabilities. The six-predictor model was significant, F(6, 86) = 13.54, P<.001 and accounted for 49% of the variance in hiring. However, only the disability attitudes factor (β = .628, P<.001) was found to be significantly associated with hiring. Conclusions: Findings substantiate a positive relationship among retention practices, ADM practices and outcomes. Both are associated with retaining employees who develop potentially disabling conditions; but they are not directly connected to hiring people with disabilities. These appear to be two different policy and practice issues within most companies.
| Original language | English |
|---|---|
| Pages (from-to) | 443-455 |
| Number of pages | 13 |
| Journal | Journal of Occupational Rehabilitation |
| Volume | 20 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2010 Dec 1 |
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All Science Journal Classification (ASJC) codes
- Rehabilitation
- Occupational Therapy
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Employee retention and integrated disability management practices as demand side factors. / Habeck, Rochelle; Hunt, Allan; Rachel, Colleen Head; Kregel, John; Chan, Fong.
In: Journal of Occupational Rehabilitation, Vol. 20, No. 4, 01.12.2010, p. 443-455.Research output: Contribution to journal › Article
TY - JOUR
T1 - Employee retention and integrated disability management practices as demand side factors
AU - Habeck, Rochelle
AU - Hunt, Allan
AU - Rachel, Colleen Head
AU - Kregel, John
AU - Chan, Fong
PY - 2010/12/1
Y1 - 2010/12/1
N2 - Introduction: Demand-side employment research on company policies and practices related to retention and absence and disability management (ADM) can contribute to our understanding of employment issues related to people with disabilities from the employers' perspective. Aim To examine company ADM and retention practices and their effectiveness, as well as how these company policies and practices might influence hiring of people with disabilities. Method: Disability Management Employer Coalition employer members (N = 650) were surveyed by internet and the survey data were analyzed using descriptive statistics, correlation, and multiple regression. Results: Ninety-five participants responded to the survey resulting in a response rate of 14%. Retention practice was found to be associated with retention effectiveness (r = .39, P<.01). Items most highly correlated with retention effectiveness address the provision of development opportunities to employees at every level, seeking the ideas and involvement of employees, and assuring they know how their work and performance support the mission. ADM practice was related to improving health and managing health conditions (r = .26, P<.05) and resolving disability and bringing back to work (r = .37, P<.01). Consistent RTW procedures (r = .21), employee-oriented culture (r = .23), safety/risk prevention (r = .21), and very early intervention (r = .21) correlated with delaying/preventing employment exits related to health impairment. Retention practice, ADM practice, retention effectiveness, ADM effectiveness and disability attitudes comprised a model to predict the hiring of people with disabilities. The six-predictor model was significant, F(6, 86) = 13.54, P<.001 and accounted for 49% of the variance in hiring. However, only the disability attitudes factor (β = .628, P<.001) was found to be significantly associated with hiring. Conclusions: Findings substantiate a positive relationship among retention practices, ADM practices and outcomes. Both are associated with retaining employees who develop potentially disabling conditions; but they are not directly connected to hiring people with disabilities. These appear to be two different policy and practice issues within most companies.
AB - Introduction: Demand-side employment research on company policies and practices related to retention and absence and disability management (ADM) can contribute to our understanding of employment issues related to people with disabilities from the employers' perspective. Aim To examine company ADM and retention practices and their effectiveness, as well as how these company policies and practices might influence hiring of people with disabilities. Method: Disability Management Employer Coalition employer members (N = 650) were surveyed by internet and the survey data were analyzed using descriptive statistics, correlation, and multiple regression. Results: Ninety-five participants responded to the survey resulting in a response rate of 14%. Retention practice was found to be associated with retention effectiveness (r = .39, P<.01). Items most highly correlated with retention effectiveness address the provision of development opportunities to employees at every level, seeking the ideas and involvement of employees, and assuring they know how their work and performance support the mission. ADM practice was related to improving health and managing health conditions (r = .26, P<.05) and resolving disability and bringing back to work (r = .37, P<.01). Consistent RTW procedures (r = .21), employee-oriented culture (r = .23), safety/risk prevention (r = .21), and very early intervention (r = .21) correlated with delaying/preventing employment exits related to health impairment. Retention practice, ADM practice, retention effectiveness, ADM effectiveness and disability attitudes comprised a model to predict the hiring of people with disabilities. The six-predictor model was significant, F(6, 86) = 13.54, P<.001 and accounted for 49% of the variance in hiring. However, only the disability attitudes factor (β = .628, P<.001) was found to be significantly associated with hiring. Conclusions: Findings substantiate a positive relationship among retention practices, ADM practices and outcomes. Both are associated with retaining employees who develop potentially disabling conditions; but they are not directly connected to hiring people with disabilities. These appear to be two different policy and practice issues within most companies.
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U2 - 10.1007/s10926-009-9225-9
DO - 10.1007/s10926-009-9225-9
M3 - Article
C2 - 20140484
AN - SCOPUS:79951722099
VL - 20
SP - 443
EP - 455
JO - Journal of Occupational Rehabilitation
JF - Journal of Occupational Rehabilitation
SN - 1053-0487
IS - 4
ER -