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Disability and the Performance Paradox: Can Social Capital Bridge the Divide?

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  • Kelly Williams-Whitt
  • Daphne Taras

Abstract

This research captures the physical and social experience of disability by analysing the practical performance problems that arise when an ill or injured employee returns to work, and documenting how those problems are interpreted. The grounded theory approach suggests an alternative to the traditional biomedical or social perspectives on disability. Field research reveals four themes: attendance, disciplinary history, peer interaction and task function. Managerial and co-worker perceptions were significantly affected by interactions that occurred before any disability was known to exist. Historic patterns of social exchange strongly suggest that social capital theory explains problematic work performance. Copyright (c) Blackwell Publishing Ltd/London School of Economics 2009.

Suggested Citation

  • Kelly Williams-Whitt & Daphne Taras, 2010. "Disability and the Performance Paradox: Can Social Capital Bridge the Divide?," British Journal of Industrial Relations, London School of Economics, vol. 48(3), pages 534-559, September.
  • Handle: RePEc:bla:brjirl:v:48:y:2010:i:3:p:534-559
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    File URL: http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-8543.2009.00738.x
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    Cited by:

    1. Malhotra, P. & Singh, Manjari, 2014. "Individual Factors and Organisational Initiatives Enabling the Success of PWD-Managers," IIMA Working Papers WP2014-03-19, Indian Institute of Management Ahmedabad, Research and Publication Department.
    2. Laura C. William, 2016. "The implementation of equality legislation: the case of disabled graduates and reasonable adjustments," Industrial Relations Journal, Wiley Blackwell, vol. 47(4), pages 341-359, July.

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