Accommodating Employees with Disabilities: A Matter of Attitude

Abstract

Diversity training is becoming widespread. Digital, Merck, Proctor & Gamble, Folger, Ortho, Hewlett Packard (Jamieson and O'Mara, 1991) and many others have begun formal programs to manage company attitudes and approaches towards diverse populations. The focus, however, tends to be on cultural and gender issues. Employees with disabilities represent another important source of diversity. The need to examine attitudes towards these individuals is stronger than ever. The Americans with Disabilities Act (ADA) of 1990 is now an accepted fact. As of July 26, 1994, the ADA applies to employers with 15 or more employees. Title I of the ADA, the employment section, changes many of the rules for dealing with disabilities in the workplace. Fears of excessive litigation, frivolous law suits, and employer burden have been widespread (Foster, 1993; Frum and Brennan, 1993). Yet in the first year after implementation of the act, seventeen percent of the new charges received at the EEOC were attributed to the ADA (Coil and Rice, 1994). In a recent survey, two-thirds of executives in a Lew Harris poll reported no increase in litigation as a result of ADA (Smolowe, 1995). When placed in this perspective, the ADA represents a serious issue for employers to consider but possibly not as burdensome as initially feared. This statistic also shows that the risk of legal action is real and that employers would be well advised to seriously address the requirements of the act. It is proposed that many potential problems are based on unexamined attitudes and a lack of understanding of the relevant issues. If people with disabilities are approached fairly without preconceived biases, problems can be minimized, just as in other issues of diversity. It is proposed that education is an important means to reduce potential problems and minimize fears. This article will examine three factors influencing an organization's ability to take a more proactive and progressive stance on the issue - understanding, organizational values, and practices. Figure 1 indicates the general sequence of activities which should be undertaken, and provides an overview of the article. A successful effort to accommodate employees with disabilities will require not only an adjustment to the needs of the employee but also adjustments within the organization. Without adequate organizational adjustments neither company nor employee needs may be met and litigation would be much more likely. The most important organizational adjustment is not the adoption of specific policies and programs, but a change in employee attitudes and organizational culture. Understanding and values influence attitudes, and attitudes are critical to successful, effective practices. It is proposed that diversity programs can be a particularly appropriate means to accomplish these ends. By using this approach employers may find the act to be a benefit rather than a burden. A MATTER OF UNDERSTANDING For many, the ADA appears to be a costly and intrusive government burden, an attitude that evokes resistance and noncompliance. It is important for people to understand their beliefs regarding disabilities, the requirements of the law, and the benefits that will accrue from taking a close and honest look at an inclusive workforce. A major challenge in responding to these changes is understanding the existing attitudes towards people with disabilities. The following discussion will attempt to develop an understanding of the impact of attitudes, and the factors that can directly impact on those attitudes. Understanding Attitudes and Beliefs Attitude can be defined as a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object (Fishbein and Ajzen, 1975: 6). Attitudes thus influence behaviors, and employee attitudes towards disabled employees will likely impact on an employer's response to dealing with disability issues. …

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