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ABSTRACT:

Overt ill-treatments from management and co-workers have often led to job dissatisfaction and discouraged other persons with disabilities keen and able to join the workforce. Persons with disabilities continue to suffer employment-related and other forms of discrimination, resulting in low job satisfaction and job discontentment. These conditions accentuate the need for socially responsible human resource management practices in organisations. This study examined socially responsible human resource management practices and job satisfaction of public servants with disabilities in South-West Nigeria. Survey research design was adopted for this study. The study’s sample size of 422 public servants and leaders was determined using total enumeration sampling technique. A structured and validated questionnaire and semi-structured interview were used to obtain quantitative and qualitative data. Cronbach’s alpha reliability coefficients for the constructs ranged between 0.69 and 0.84. The response rate was 95%. Data were analysed using descriptive and inferential (multiple linear regression and hierarchical regression) statistics. The study found that SRHRM had a statistically significant effect on job satisfaction (Adj.R2 = 0.53, F(5, 410) = 92.07, p < 0.05). The interviews indicated that only two of five States had a deliberate strategy driving recruitment of persons with disabilities. A vast majority were employed as teachers in special schools, and diverse administrative roles across government ministries, departments and agencies. All States provided varying degrees of basic support and benefits, and stated that the employment of persons with disabilities was influenced by its leadership and affected organisational reputation. The study concluded that SRHRM affects job satisfaction of public servants with disabilities in South-West Nigeria. The study recommended that the government, in conjunction with institutional stakeholders and advocacy groups, should facilitate the adoption of SRHRM practices in South-West Nigeria. In addition, the involvement of the private sector and provision of financial grants and subsidies for employers would enhance wider employment, inclusion and quality organisational support for persons with disabilities.

KEYWORDS:

Employee wellbeing strategy, Employee voice, Inclusion, Job satisfaction, Persons with disabilities, Socially responsible human resource management, Organizational support

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