Journal of Development Research
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Kavita Pandey1
and Aruna Deshpande1
1Alkesh Dinesh Mody Institute for Financial and Management Studies, University of Mumbai, Mumbai, Maharashtra, India
Creative Commons Non Commercial CC BY-NC: This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (http://www.creativecommons.org/licenses/by-nc/4.0/) which permits non-Commercial use, reproduction and distribution of the work without further permission provided the original work is attributed.
A World Bank report in 2019 observed that approximately one billion differently abled in the world are a source of talent and contributors to the world economy. The concept of disability entered the United Nations Convention on the Rights of People with Disabilities (UNCRPD) in 2006. After its entry into UNCRPD, the issue related to disability has been seen as a human right and human development issue. The challenges faced by the differently abled at physical, intellectual, psychological and mental impairments multiplied when they face undue isolation and restrictions in society.
This article is based on in-depth qualitative data in the form of case studies of selected business organisations that have modified their HR practices to include differently abled people as an employee. This study is based on a theoretical framework of high-performance work practices (HPWP) and their policies regarding building reward and recognition for managing employee performance in their organisations. As further scope for research, the recommendations and suggestions of the study may be taken as a reference point to do a detailed primary study in future research.
Differently abled people, human resource practices, employment, workplace challenges, reward, recognition, motivation
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