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Employee retention and integrated disability management practices as demand side factors
Rochelle Habeck1, Allan Hunt, Colleen Head Rachel
1Habeck & Associates, 4163 Hillandale Drive, Kalamazoo, MI 49008, USA. habeck@chartermi.net
Journal of Occupational Rehabilitation
|February 9, 2010
Summary
Company retention and absence and disability management (ADM) practices effectively retain employees with health conditions. However, these practices do not directly influence the hiring of people with disabilities, which is primarily linked to disability attitudes.
Area of Science:
- Occupational Health
- Human Resources Management
- Disability Studies
Background:
- Understanding employer perspectives on disability inclusion is crucial for effective workplace policies.
- Research on retention and absence and disability management (ADM) practices offers insights into managing employees with disabilities.
Purpose of the Study:
- To investigate the relationship between company ADM and retention strategies and their impact on retaining employees.
- To determine if these company policies influence the hiring of individuals with disabilities.
Main Methods:
- A survey was distributed to 650 members of the Disability Management Employer Coalition.
- Data were analyzed using descriptive statistics, correlation, and multiple regression.
Main Results:
- Retention practices correlated positively with retention effectiveness (r = .39, P < .01).
- ADM practices were associated with improved health management (r = .26, P < .05) and return-to-work (RTW) success (r = .37, P < .01).
- While a model incorporating retention, ADM, and attitudes predicted hiring of people with disabilities (49% variance), only disability attitudes significantly predicted hiring (β = .628, P < .001).
Conclusions:
- Retention and ADM practices are positively linked to retaining employees with developing health conditions.
- These practices are not directly associated with hiring people with disabilities, suggesting distinct organizational priorities.
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