Getting the Job Done: Learning To Expand the Social Resources Available to People with Severe Disabilities at Work.
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| Title: | Getting the Job Done: Learning To Expand the Social Resources Available to People with Severe Disabilities at Work. |
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| Language: | English |
| Authors: | O'Brien, John, Syracuse Univ., NY. Center on Human Policy., Minnesota Univ., Minneapolis. Inst. on Community Integration., Responsive Systems Associates, Lithonia, GA. |
| Peer Reviewed: | N |
| Page Count: | 8 |
| Publication Date: | 1992 |
| Sponsoring Agency: | National Inst. on Disability and Rehabilitation Research (ED/OSERS), Washington, DC. |
| Contract Number: | H133B80048 |
| Intended Audience: | Practitioners |
| Document Type: | Opinion Papers Guides - Non-Classroom |
| Descriptors: | Adults, Employer Employee Relationship, Employment Potential, Helping Relationship, Interpersonal Competence, Interpersonal Relationship, Job Training, Needs Assessment, Normalization (Handicapped), On the Job Training, Resources, Severe Disabilities, Social Support Groups, Supported Employment, Vocational Rehabilitation |
| Geographic Terms: | U.S.; Georgia |
| Abstract: | Innovators in supported employment for individuals with severe disabilities have made important conceptual shifts by broadening their understanding of the resources that they assess and organize as they assist a person with a disability to do a competent job. There have been two important shifts in the service perspective in evaluating what it takes to get a job done. The first shift has expanded the focus from the person alone to the person plus a skilled coach, and involves assessing the job ability of the person with the assistance of a job coach. The number and variety of jobs developed then depends on the number of staff hours and the training skill of the job coach. The second shift has involved broadening identification of important resources to include not only the person's abilities and the job coach's abilities but the organized capacities of all of the available social resources, including: (1) what family, friends, and staff from other programs involved with the person can do to contribute to job success; (2) what the employer makes available to all employees in order to ensure successful job performance; (3) adaptations employers and supervisors make to accommodate a person's disability; and (4) what co-workers are willing to do. Several suggestions are offered to increase the chances that workers with severe disabilities receive active support from their co-workers, and several approaches that discourage employers and co-workers from supporting workers with severe disabilities are also identified. (JDD) |
| Journal Code: | RIENOV1992 |
| Entry Date: | 1992 |
| Accession Number: | ED346669 |
| Database: | ERIC |
| Abstract: | Innovators in supported employment for individuals with severe disabilities have made important conceptual shifts by broadening their understanding of the resources that they assess and organize as they assist a person with a disability to do a competent job. There have been two important shifts in the service perspective in evaluating what it takes to get a job done. The first shift has expanded the focus from the person alone to the person plus a skilled coach, and involves assessing the job ability of the person with the assistance of a job coach. The number and variety of jobs developed then depends on the number of staff hours and the training skill of the job coach. The second shift has involved broadening identification of important resources to include not only the person's abilities and the job coach's abilities but the organized capacities of all of the available social resources, including: (1) what family, friends, and staff from other programs involved with the person can do to contribute to job success; (2) what the employer makes available to all employees in order to ensure successful job performance; (3) adaptations employers and supervisors make to accommodate a person's disability; and (4) what co-workers are willing to do. Several suggestions are offered to increase the chances that workers with severe disabilities receive active support from their co-workers, and several approaches that discourage employers and co-workers from supporting workers with severe disabilities are also identified. (JDD) |
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