Inclusivity of employees with special needs and value creation in organizational settings

Abstract

The organisational structure and business strategies of for-profit organisations are built on workforce efficiency, speed, and quality of operations that are largely globally wished to be aligned with sustainability principles. The concept of inclusivity gains more attention in organisational strategies and goals; however, its practical application is nuanced and shaded by different challenges, such as employers’ silent ignorance and doubts about the quality of work and efficiency of tasks of persons with special needs. Businesses care about their good reputation, fast processes, and results, keeping non-financial goals on the second hand, if keeping them at all. The inclusive business, the challenges of employing individuals with special needs, and the value they bring to organisations are integral parts of today’s world concerns, where equal opportunities are the value of an organisation and society. This article aims to explore valuecreation elements and their interdependencies in organisational settings. An explorative study of organisational value creation practices in special needs employees’ inclusive organisational research results in confronting the stereotypes by providing subtle evidence and observational insights that employees with special needs, being integrated into the labour market, perform their tasks effectively, are loyal, productive, and responsible, confirming that when socially accepted and physically welcomed by organisational communities they can successfully contribute to creating significant value for businesses, as well as reducing the social burden and costs for society and the country.