As part of our recent Why you askin’? Campaign which focused on encouraging disability disclosure in the workplace, we were pleased to work with Jannie Joergenson, an MSc student from the University of Strathclyde.
This is a summary of Jannie’s research project conducted as a part of a master’s degree at the Strathclyde Business School, investigating the relationship between elements of perceived justice and disability disclosure. It briefly outlines why the area is important, the underlying theoretical frameworks, key findings of the study, and practical implications.
The purpose of the research was to examine disclosure from a theoretical perspective to understand how to better create disclosure-encouraging work environments guided by the following questions:
- How do aspects related to organisational justice influence the decision to disclose?
- What influence do perceived organisational trust and support, and individuals’ perceptions of discrimination have on disclosure?
Findings revealed that disclosure is quite complex and influenced by several factors, with interpersonal justice (being treated with respect and dignity) emerging as an important influence. Disclosure trends were generally encouraging, with 73% having disclosed and 68% responding they would do so if they were to develop a disability in the future (although this was only from a sample of 54). For disabled individuals, most results were non-significant, and therefore not statistically analysed further. However, for non-disabled individuals, several results showed meaningful differences falling into three areas:
- Most of the theoretical concepts studied were positively correlated. This means that when individuals perceived outcomes received at work to be fair, they also tended to view the decision-making processes behind those outcomes, how people are treated, and the communication received as fair. Perceived fairness was also related to perceived discrimination (lower levels of discrimination were associated with higher levels of fairness) and the supportiveness and inclusion of the work environment (more supportive and inclusive environments linked to fairer processes and treatment).
- Disclosure differed across ethnicities and genders, with gender, specifically, influencing peoples’ perceptions of fair treatment. Non-disabled men were more likely to say they would disclose in the future and reported higher justice scores compared to people identifying as women or non-binary. Among disabled people, those who described the disability as visible reported higher levels of fairness and perceived their work climate as more supportive and inclusive than those categorizing the disability as hidden. Additionally, everyone who described the disability as visible had disclosed, while disclosure among individuals with hidden disabilities ranged from full disclosure to partial or not having disclosed at all.
- Lastly, for non-disabled people, those who perceived treatment as fairer were more likely to disclose, while higher levels of trust and fairer communication predicted a lower likelihood of disclosure. The latter is surprising and comes with several limitations related to the study’s design and sample, suggesting that the study may not have fully captured the complexity of the influence of trust and fair communication on disclosure. Despite this, the finding indicates other factors may influence disclosure intentions for non-disabled people. For example, they might view disclosure as unnecessary when the environment is already perceived to be fair and needs are being met, reducing the need for formal disclosure. Alternatively, non-disabled people might fear the consequences of disclosure (e.g., subsequent discrimination) less than disabled individuals, as they may not have the same lived experience.
In summary, perceptions of fairness, particularly interpersonal justice, and trust, influence current disclosure intentions for non-disabled individuals. Perceived justice differed among different ethnicities gender identities and disabilities (hidden and visible). Further, interpersonal justice and perceived trust somewhat predicted current disclosure intentions of non-disabled people, but these perceptions did not significantly influence the disclosure behaviours of disabled individuals.
Practical Implications
The findings suggest that particularly for non-disabled employees, creating inclusive, supportive, and fair work environments where employees are treated with respect, may positively influence disclosure intentions. To achieve this, organisations need to focus on several elements:
- Take an integrated and comprehensive approach to fairness and inclusion.
To understand employees’ perceptions and experiences of fairness and to improve those, it is crucial to consider how areas of justice relate to each other, rather than addressing each one in isolation. For example, while it is important to focus on improving the accommodations offered, how they are communicated matters just as much. To avoid feelings of unfairness, marginalising disabled employees, or creating a situation where asking for accommodations results in ‘forced’ disclosure, all employees can be offered accommodations regardless of disability. Moreover, employees should be aware of available accommodations and how to request them; information which should also be available in multiple formats, so that everyone can easily access them.
- Create flexible processes.
Managers and leaders need to recognise that contexts differ and require different approaches as employees’ needs and situations differ widely. They should therefore ensure that policies and processes are flexible and accommodating enough to meet individual needs, ensuring that employees feel supported and fairly treated. At the same time, they also need to be consistent and standardised enough to guarantee that everyone receives fair and equitable treatment.
- Ensure managers feel comfortable and equipped to discuss disability.
However, acknowledging the need for flexibility is not enough, managers also need to feel comfortable and able to engage in ‘sensitive’ conversations. This is particularly pertinent when managers today note that the fear of saying the wrong thing is a significant obstacle to inclusion (Cairns-Lee & Fleischmann, 2024). Being able to engage in these conversations will enable managers to better support employees and, in turn, change how disability is discussed and viewed, influencing areas of justice, from procedures to communication and treatment.
