Perceived organizational support and task performance of employees with disabilities: a need satisfaction and social identity perspectives

Abstract

In this article, we combine insights from basic psychological needs theory and the social identity approach to propose that perceptions of organizational support enhance the basic need satisfaction of employees with disabilities, which yields higher levels of task performance. We also suggest that disability group identification strengthens this mediational process. We tested our hypotheses with two quantitative field studies that were conducted in France and based on matched employee-supervisor data. Using a sample of employees working in companies that specialize in the employment of persons with disabilities, Study 1 aimed to provide initial evidence for the mediating role of basic need satisfaction. Study 2 aimed to replicate the findings of Study 1 in less specific contexts while testing the moderating role of disability group identification. Next, the methodological limitations of these investigations were addressed in two quantitative post hoc studies. The results of these studies support our model and generate new knowledge about whether, why and when the perception of favorable treatment contributes to the job performance of employees with disabilities. We also discuss the practical implications of our findings and provide suggestions for human resources managers.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 25 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.