Attitudes Toward Employment of the Disabled Attitudinal Resea

 
 
 
 
Attitudinal Research. What attitudes do organizations and fellow workers hold concerning the employment of the disabled? Wann and Wolfenbarger (1994) conducted a mail survey of 210 members of the International Association of Business Communicators (IABC), all from the Southwest, in preparation for a District 5 workplace diversity seminar. It is important to realize that the people surveyed were those whose job tasks included developing diversity communications programs for their employers and their clients. According to the authors:

The Southwestern US is a particularly good place to gather opinions on diversity. It is one of the fastest-growing regions of the nation and rapidly becoming more ethnically and racially diverse. (p. 14).

Diversity concerns were said to include the hiring of women, ethnic minorities and disabled people.

Survey results showed support among IABC members for aggressive efforts to expand employee diversity. On the other hand, many members stated that despite their commission to develop diversity programs they felt personally unprepared to include a wider range of non-traditional co-workers.

More than half of that sample stated that their employers already have active diversity efforts, but most said they felt cynical about diversity programs they have witnessed. The cynicism stemmed, in large part, from suspected discrimination and prejudice toward themselves by diversity employees.

More than 40 percent of IABC respondents stated


     
 
 
 
    

 

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difficulties companies have, according to Hall, Hall, Reno and Anderson (1994), is that the ADA is really a very complex piece of legislation. Indeed, its purview includes many disabilities that are not obvious to the observer and which, from an historical perspective, have resulted in attitudinal barriers in families, social circles, and the workplace. In addition, Hall and associates (1994) point out that efforts must be taken to make employers understand that the full implementation of ADA requires two kinds of changes. The first type of change is structural, involving adaptations of the physical work environment and equipment to enable persons with physical disabilities to function with reasonable accommodation. However, the second type of change required by the ADA involves social perceptions and attitudes and this, of course, is more difficult to effect and to measure. This provision addresses itself to the ability of company employees (especially management) to share and to model a positive accepting attitude toward the disabled as viable and productive employees. Thus, it is possible that one reason why companies have not taken more steps to remediate negative and discriminatory attitudes toward the disabled is be

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