Employer approaches to recognizing and managing intermittent work capacity
Equality, Diversity and Inclusion
ISSN: 2040-7149
Article publication date: 28 January 2022
Issue publication date: 13 June 2022
Abstract
Purpose
This study explored how intermittent work capacity (IWC) presents in workplaces in order to advance conceptual understanding of this phenomenon and establish a set of initial principles to assist in its management.
Design/methodology/approach
The study followed a grounded theory approach in a multi-stage data collection process. In total, 25 employers representing diverse employment sectors were recruited with a goal of exploring their experiences with IWC. The first phase of the study comprised individual interviews with all employers. A subset of these employers later participated in two focus groups organized by company size. Finally, in-depth case studies were conducted with two information rich organizations to understand their approaches to managing IWC. Analysis methods consistent with grounded theory were used.
Findings
Although employers have a variety of positive motivations for supporting employees with IWC, they are challenged by the uncertainty arising from the unpredictable work patterns associated with IWC. Five distinct expressions of uncertainty were identified. Negotiation of this uncertainty involves attention to a range of factors, including intrapersonal factors, workplace relations and morale, specific job demands, communication processes, and structural and organizational factors.
Research limitations/implications
The findings of this study advance understanding of the expression of IWC, and factors that influence its impact. This paper presents a series of workplace strategies that both enable the well-being and capabilities of employees who experience IWC, and ensure productive and diverse workplaces.
Originality/value
The findings of this study advance understanding of the expression of IWC, and factors that influence its impact. This paper presents a series of workplace strategies that both enable the well-being and capabilities of employees who experience IWC, and ensure productive and diverse workplaces.
Keywords
Acknowledgements
This research was funded through a grant from Human Resource and Skills Development Canada (HRSDC Contract No. 7616-09-0016/00). The authors wish to thank Elizabeth Cahill and other HRSDC staff for their support and commitment to this work. The authors would also like to acknowledge the contributions of Susan Barham, Mariam Baig and Rivka Birkam and Carrie Anne Marshall to components of the project.
Ethics approval: Ethical clearance for this study was received from the Queen's University, Canada, General Research Ethics Board, Reference number 6005443. Informed consent was received from all parties prior to their participation in this study.
Citation
Lysaght, R., Krupa, T. and Gregory, A.W. (2022), "Employer approaches to recognizing and managing intermittent work capacity", Equality, Diversity and Inclusion, Vol. 41 No. 5, pp. 739-759. https://doi.org/10.1108/EDI-02-2021-0046
Publisher
:Emerald Publishing Limited
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