抄録
It is difficult to recruit deaf or hard-of-hearing people into specialized positions in the construction of the support system to the deaf or hard-of-hearing students. The reason is because the adoption of a person engaging in access service such as note-taking and sign language interpretation is given top priority, and because it is all the more hard for outsiders to understand the advantage of having a deaf or hard-of-hearing person for the specialized position. This study analyzes the process with the case of G University that employs a deaf person for its Accessibility support center and the next year put her at the post of manager. The regulations of G University specify the adoption of part-time specialized support staff to provide sign language interpretation, but it was still difficult to employ a person who actually has a deaf or hard-of-hearing. When they needed various kinds of ways to support deaf or hard-of-hearing students and the staff started to engage in some specialization, all the staff was not required to work as sign language interpreter under this flexible guidance implementation. Also, when the accessibility support center was set up with system throughout the whole university, the position of manager was created and hired a deaf person as a part-time staff member to train the other support staff. The next year, she was promoted to manager. During staff specialization training, the deaf staff member was able to show the advantage of hiring impaired people as trainers. They didn’t even discuss whether the position of manager was possible for a deaf person.
