Strategic Planning for the Inclusion of People with Disabilities into Work Organizations

Mark E. Moore () and Lana L. Huberty ()
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Mark E. Moore: East Carolina University
Lana L. Huberty: Concordia University, St. Paul

Chapter 11 in The Palgrave Handbook of Disability at Work, 2020, pp 187-202 from Springer

Abstract: Abstract People with disabilities remain underrepresented in work organizations. To improve employment prospects for this population, employers should strategize means of inclusion. This focus rests with top managers who chart the degree of friendliness within their organizational structure. These leaders determine the strategic fabric to broaden or limit opportunities for those with mental or physical impairments. From this perspective, upper leaders are either agents of change or gatekeepers of status quo, with the latter resulting in a weak diversity composition and a homogeneous workforce. Chapter 10 links strategic planning to disability diversity in the work unit. In doing so, several strategic planning theories are presented in a disability lexis. Then, the chapter provides an analysis of how these theories can be used to broaden representation of people with disabilities within work organizations.

Keywords: Inclusion; Initiatives; Down’s syndrome; Strategic planning theories; Top managers (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-42966-9_11

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DOI: 10.1007/978-3-030-42966-9_11

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