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With this article we contribute to the inclusion of employees with disabilities in the workplace. Based on Stone and Colella's (1996) model of factors affecting the treatment of employees with disabilities in organizations, we concentrate on the investigation of job satisfaction as a focal affective response. Besides examining job satisfaction differences between employees with and without disabilities, we focus on perceived flexibility as an organizational boundary condition, arguing for its influence on the job satisfaction of employees with disabilities. We introduce perceived centralization and formalization, representing different indicators of flexibility, as moderators of the disability-job satisfaction relationship. Regression analysis using data from 110 small and medium-sized companies with 4,141 employees reveals that employees with disabilities are less satisfied than their colleagues without disabilities in highly centralized environments. As predicted, a decentralized organizational context relates to higher job satisfaction levels for all employees, but especially for those having a disability. Contrary to our hypothesis, perceived formalization does not significantly influence the relationship between having a disability and job satisfaction. However, our results clearly indicate the need for companies and especially human resource departments to better adapt to the needs of people with disabilities by creating flexible working environments. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper is to follow the call of researchers to take intrapersonal resources into account when trying to understand the influence of interpersonal resources by investigating the interplay of social support and self-efficacy in predicting job performance of people with disabilities. Design/methodology/approach -- Data were collected in an Israeli call center employing mostly people with disabilities. The independent and moderator variables were assessed by an employee survey. To avoid common source bias, job performance was rated by the supervisors four weeks after conducting the survey. Hierarchical regression analysis was used to test the hypotheses. Findings -- The first main effect hypothesis, stating a positive relationship between social support and job performance was conditionally supported (p = 0.06). The relationship between self-efficacy and job performance did not gain support. In line with the extended support buffer hypothesis, the job performance of low self-efficacious employees increased with higher levels of social support. The interference hypothesis, postulating a negative effect of social support under the condition of high levels of self-efficacy, was not supported. Practical implications -- The results indicate that employees with disabilities differ in the level of social support they need in order to reach high levels of job performance. Instead of a one-size-fits-all-approach, organizations should take individual levels of self-efficacy into account and offer support accordingly in order to unleash the full working potential. Originality/value -- This is the first known empirical investigation examining the role of individual differences in the need of social support among employees with disabilities. [ABSTRACT FROM AUTHOR]

Purpose - The purpose of this research is to investigate whether the participants in an employee survey who do not answer one or more demographic items differ systematically from those who fill out all demographic items. Design/methodology/approach - Logistic regression, with affective commitment, job satisfaction, and attitude towards leadership as predictors of responding to demographic items is used to analyze the data of an employee survey in a German company. Findings - Survey participants with low commitment, poor job satisfaction, and negative attitudes towards leadership are more likely not to provide demographic information, while highly committed participants tend to answer all demographic items. Non-respondents are also more concerned that their skills become obsolete, and they feel that employees do not have enough say. Research limitations/implications - The paper does not distinguish among demographic item non-respondents on the basis of how many and which items are omitted. Future research should take a closer look at the different sensitivity of the demographic items. Practical implications - Managers should be aware that it is likely that the results of an employee survey for their organizational subunits tend to be biased and show a picture that is too optimistic as compared to company-wide results. Originality/value - The value of the paper lies in demonstrating a systematic and practically important bias in employee survey statistics that has been overlooked so far. [ABSTRACT FROM AUTHOR]