Social interaction process between managers and employees at a special subsidiary company employing persons holding mental disability certificates

Abstract

This study sought to discover regulations for the social interaction process (i.e., combination of attitudes) between managers and employees in a department employing persons with mental disability certificates at a special subsidiary company that promotes the employment of persons with disabilities. The goal was to establish a theory for processes that enable improved support for persons with disabilities in the workplace. Semi-structured interviews were conducted with ten managers (five male and five female) at the special subsidiary company A. Based on the grounded theory approach (GTA), the results showed three situations that managers and able-bodied employees may experience related to workplace support, and the conditions, strategies, and consequences of each. The study revealed the mutual attitudes of managers and able-bodied employees that can lead to more desirable outcomes for support, including psychological and performance stability in the workplace. In order to achieve better support for employees with disabilities, skill and attitude development of three parties is needed: managers, able-bodied employees, and the employees with disabilities who receive the support.