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Disability, Information Technology, Assistive Devices and Employment in the Caribbean

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Disability in the Workplace

Part of the book series: Palgrave Explorations in Workplace Stigma ((PAEWS))

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Abstract

This chapter analyses workplace provisions, such as information technology and assistive devices and whether and the extent to which, they are likely to provide the support required by persons with disabilities, such that their duties towards the organisation’s goals are achieved and any obstacles to productivity and job satisfaction are mediated (Vornholt et al., 2018). Extant Caribbean laws which prohibit discrimination against persons with disabilities, require employers to make accommodations for persons with disabilities, where needed. Whether or not organisations are willing to make accommodations, may be one of the most fundamental considerations for persons with disabilities, with respect to obtaining and retaining seeking employment. It is important to note that organisations are not mandated by law to make any changes that will be unduly financially burdensome. Continued innovations in technology have facilitated the ongoing development of software applications (apps) and devices that adapt the physical environment such that the limitations which were previously faced by persons with disabilities can be overcome (Blanck et al., 2007; Morris, 2018; Wehmeyer et al., 2006).

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Notes

  1. 1.

    In addition, the Bahamas Persons with disabilities (Equal Opportunities Bill) 2014, defines reasonable accommodation as necessary and appropriate modification and adjustments not imposing a disproportionate or undue burden where needed in a particular case to ensure persons with disabilities the enjoyment or exercise on an equal basis with others of all human rights and fundamental freedoms.

  2. 2.

    Bahamas Persons with disabilities (Equal Opportunities Bill) 2014, Sect. Living with Disabilities defines discrimination on the basis of disability means the distinction, exclusion or restriction on the basis of disability which has the purpose or effect of impairing or eliminating the recognition, enjoyment or exercise on an equal basis with others, of all human rights and fundamental freedoms in the political economic social, cultural civil or any other field inclusion all forms of discrimination such as the denial of reasonable accommodation.

  3. 3.

    A fictitious company, used only for illustrative purposes.

  4. 4.

    Within organisations, allies are dominant (typically non-stigmatised) group members, who support and advocate for persons in marginalized, oppressed and stigmatized groups (Brooks & Edwards, 2009; Cheng et al., 2019; Ragins, 2008; Webster et al., 2018), with a view of creating an inclusive and diverse organisational climate (Sabat et al., 2014). In order to be an effective ally, organisational members (including managers and executives) must actively and consistently engage in continuous education and critical self-reflection, to ensure that their beliefs and behaviours are not having a deleterious effect on marginalized group members; further, where possible, allies act as a mentor to support and encourage targets (of discrimination) and discourage the unchallenged maintenance of the status quo (particularly, where this has adverse effects on marginalized employee groups) (Cheng et al., 2019; Erskine & Bilimoria, 2019; Spanierman & Smith, 2017; Webster et al., 2018). In short, allies must promote and advocate for social justice, support targeted organisational groups (including but not limited to persons with disabilities), however, inauthentic, shallow efforts and transitional exchanges in the name of allyship are performative and inefficacious (Erskine & Bilimoria, 2019; Jones et al., 2017; Kalina, 2020; Spanierman & Smith, 2017). Allies who are associated with persons with disabilities must be actively engaged in support and advocacy behaviours, including but not limited to:- advocating for workplace accommodations; confronting instances of prejudice; providing social support; creating and/or supporting inclusive policies; acknowledging or giving credit to ideas or work; providing job- or task-related information (Cheng et al., 2019; Sabat et al., 2014). The expected outcomes of organisational allyship include (but are not limited to): improved work environment and organisational effectiveness, increased job satisfaction, organisational commitment and ethical behaviour, the promotion of an inclusive organisational culture, lower employee turnover, increased innovation and organisational citizenship behaviour and improved competitive advantages (Cheng et al., 2019; Erskine & Bilimoria, 2019; Spanierman & Smith, 2017).

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Authors and Affiliations

  1. University of the West Indies, St. Augustine, Trinidad and Tobago

    Jacqueline H. Stephenson

  2. University of Trinidad and Tobago, Point Lisas, Trinidad and Tobago

    Natalie Persadie

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Stephenson, J.H., Persadie, N. (2023). Disability, Information Technology, Assistive Devices and Employment in the Caribbean. In: Disability in the Workplace. Palgrave Explorations in Workplace Stigma. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-19340-8_4

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