




































 

  

Socially Responsible Human Resource Management 

Practices and Employee Adaptability of Public Servants 

with Disabilities in South-West Nigeria 

 

 Egbuta, O.U., Idam, N.M.R., Adeoye, S.O. and Ajike, E.O. 



European Journal of Human Resource    

ISSN 2520-4697 (Online)        

Vol.8, Issue 1, pp 1 - 19, 2024                                                                www.ajpojournals.org 

 

https://doi.org/10.47672/ejh.1927                           1              Egbuta, et al. (2024) 
 

Socially Responsible Human Resource Management Practices and 

Employee Adaptability of Public Servants with Disabilities in South-

West Nigeria 

 

Egbuta, O.U.1, Idam, N.M.R.2, Adeoye, S.O.3 and Ajike, E.O.4 

School of Management Sciences, Department of Business Administration and Marketing, Babcock University, 

Ilishan-Remo, Ogun State, Nigeria 

 

Article history 

Submitted 02.02.2024 Revised Version Received 05.03.2024 Accepted 08.04.2024 

 

Abstract 

Purpose: Most organisations develop and 

implement human resource management practices 

that assume workers do not have disabilities, often 

creating a disconnect between their espoused 

policies and practices and their reality. Overt ill-

treatments from management and co-workers have 

often led to poor employee adaptability and 

discouraged persons with disabilities keen and able 

opportunity to join the workforce. Hence, this study 

examined socially responsible human resource 

management practices and employee adaptability of 

public servants with disabilities in South-West 

Nigeria.  

Materials and Methods: 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.   

Findings: 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 

qualitative data findings support the quantitative 

findings, and the participants’ views do not show 

significant variance from the quantitative findings. 

Instead, they complement the quantitative findings. 

The study concluded that socially responsible human 

resource management practices affect employee 

adaptability of public servants with disabilities in 

South-West Nigeria.  

Implications to Theory, Practice and Policy: 
Therefore, the study recommends involvement of 

persons with disabilities in strategic or operational 

projects, initiatives or committees set up by 

ministries/departments or agencies in public service 

in South-West Nigeria specifically, and the nation at 

large. The findings of the study support the theory in 

which socially responsible human resource 

management was found to significantly affect the 

outcomes of public servants with disabilities in 

southwest Nigeria where the interaction of sub-

variables was positive and mutually beneficial. 

Keywords: Employee Adaptability, Employee 

Voice, Employee Wellbeing Strategy, Inclusion, 

Organizational Support, Persons Disabilities, 

Socially Responsible Human Resource 

Management. 

 

http://www.ajpojournals.org/
https://doi.org/10.47672/ejh.1927


European Journal of Human Resource    

ISSN 2520-4697 (Online)        

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https://doi.org/10.47672/ejh.1927                           2              Egbuta, et al. (2024) 
 

1.0 INTRODUCTION 

Persons with disabilities are widely regarded as the world's largest minority stakeholder group at just 

over one billion people, 15% of the world’s population (World Health Organisation, 2020) with about 

80% being of working age (ILO Report, 2019).  In spite of the United Nations Sustainable Development 

Goals (UNSDGs) targets aimed at bridging these gaps by 2030, disability continues to lag far behind all 

other diversity and equity indicators such as ethnicity, gender, age and sexual orientation. Persons with 

disabilities continue to experience significant and perennial labour market entry barriers and are 

disproportionately excluded from the workforce (Ingusci et al, 2022; Bialik & Mhiri, 2022; Khan et al, 

2018).   

In the last decade, the United Nations and various international agencies have supported or directly 

facilitated financial inclusion initiatives focusing on women and more recently, persons with disabilities 

(International Finance Corporation, 2014; National Financial Inclusion Strategy, 2018). In spite of well-

promoted events, the level of penetration remains low with scant sustainable interventions for persons 

with disabilities.  The fragmented nature of representation and proliferation of disability advocacy 

groups jostling for relevance or supremacy, continues to erode the stance and voice of persons with 

disabilities in Nigeria.  At a national level, the Association for the Comprehensive Empowerment of 

Nigerians with Disabilities (ASCEND) and the Joint National Association of Persons with Disabilities 

(JONAPWD) continue to vie for supremacy as the umbrella body for persons with disabilities in Nigeria 

(Lang & Upah, 2016).  

In Nigeria’s private and public sectors, persons with disabilities face significant challenges in adapting 

to the work environment, as many organisations are not structured to accommodate or support their 

unique needs (Eleweke & Ebenso, 2016; Iliya & Ononiwu, 2021; Soetan et al., 2019; Mbada et al, 2021).  

Some of these unique needs include taking time off work due to health-related conditions and the time 

it takes for them to return to work, the responsibilities they are expected to fulfil, and the limited degree 

of flexibility in their work methods (Prouska et al, 2021). In some unique cases, persons with disabilities 

have had to push themselves even further to be able to fit in and meet the requirements for tasks. 

Consequently, over time, they feel excluded and gradually disengaged from the workplace (Umeh et al., 

2022).    

The emergence of socially responsible human resource management (SRHRM) in the twenty-first 

century is not unrelated to growing global ethical consciousness, holding organisations to account across 

the value chain, particularly the wellbeing of employees in the workplace (Pham & Tran, 2020). The 

concept of "SRHRM" as described by Sobhani et al. (2021) represents the convergence or overlap 

between two distinct areas of focus within organizations: corporate social responsibility (CSR) and 

human resource management (HRM). This intersection suggests that organizations are recognizing the 

importance of integrating CSR principles and practices into their HRM strategies. In simpler terms, 

SRHRM implies that organizations are not only concerned with profit-making activities and managing 

their workforce efficiently (HRM), but also with fulfilling their social responsibilities (CSR). This could 

involve actions such as promoting employee well-being, diversity and inclusion initiatives, ethical 

business practices, environmental sustainability efforts, and community engagement. Other HRM 

approaches derived from this convergence include ethical HRM, green HRM, and sustainable HRM.  In 

practice, SRHRM and sustainable HRM are often used interchangeably.  However, although largely 

similar, differences exist, albeit subtle (Aust et al. 2018; Enhert, 2016). SRHRM spans those policies 

and practices that contribute to the improvement of employees´ work and life quality, whilst sustainable 

HRM refers to the adoption of HRM strategies that enable the achievement of financial, social, and 

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ecological goals (Aust et al. 2018; Barrena-Martınez et al., 2019; López-Fernández et al, 2018; DuPoint 

et al. 2013).  There are various models of SRHRM, each with accompanying drivers and barriers aligned 

to national contexts (Diaz‐Carrion et al, 2019).  

Research linking SRHRM variables (inclusion, organisational support, flexible work practices, well-

being strategy and employee voice) and employee adaptability highlighted the impact of working 

conditions on employees with disabilities in Germany (Efimov et al., 2022). In South Africa’s public 

service, the determinants of employee physical and mental health, and its role in career adaptability and 

workplace attachment were explored highlighting the challenges faced by persons with disabilities 

(Chinyamurindi & Shava, 2021).  Predominantly, experiences of negative perception and poor treatment 

from managers, leaders and colleagues; poor working conditions and negative perceptions of their fellow 

employees (Mbada et al., 2021).   In a study of hope, adaptability and job search intensity among 

individuals with serious mental illness showed a strong relationship between career adaptability amongst 

those employed than those that were not (Stevenson et al., 2021).   

2.0 LITERATURE REVIEW 

Employee Adaptability 

Employee adaptability is a broad concept that describes workers’ ability to modify their attitudes and 

behaviours in response to changing environments and circumstances (Urbanaviciute et al., 2019). 

Employee adaptability is the ability to learn from life’s experiences and grow as a person to deal with 

changes and pressures with a healthy predisposition (van Dam & Meulders, 2021). Such an outlook also 

helps in the development of self-confidence and a positive self-image. Organisations can promote 

employee adaptability in several ways: by encouraging employees to develop a wide range of skills and 

abilities; providing with opportunities for training, and continuous learning and development; 

encouraging workers to take on distinct roles and responsibilities; and providing employees with more 

information about their organisation and how they operate (Lee et al., 2021).  

Employee adaptability has many benefit. One benefit of employee adaptability in an organization is that 

it enables employees work more independently while still keeping their leaders and management teams 

abreast of key elements of their work. Another benefit of employee adaptability is that employees are 

able to save time and money for the organisation using creative approaches identified in the course of 

their work (Indriastuti & Fachrunnisa, 2021). A workplace that that promotes employee adaptability 

positions its employees to adjust new joiners and collaboration amongst existing employees (Sony & 

Mekoth, 2016). Being able to adapt to work demands can cut down on the time spent in meetings, make 

people more motivated, engaged, and lead to more breakthroughs. Through adaptability, they will be 

more likely to stay with their employers for longer periods  (Chow, 2019). By promoting employee 

adaptability, organizations can increase productivity, and reduce turnover intention and related costs. In 

addition, more adaptable people tend to be more effective at performing their jobs. 

Socially Responsible Human Resources Management  

Socially responsible human resource management (SRHRM) involves the adoption of a variety of HRM 

and CSR practices that promote social responsibility and eliminate any potential for bias in the hiring, 

supervision, and management of personnel (Al-Amin et al., 2021).  It is the combination of various 

HRM and CSR practices that result in a socially conscious HRM and CSR in organisations (Zhao & 

Zhou, 2021). SRHRM incorporated employees’ needs into the needs of organizations, which leads to 

greater involvement and satisfaction, ultimately increasing HRM effectiveness (Heikkinen et al., 2021). 

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The incorporation of social responsibility into HRM and CSR is known as “socially responsible human 

resource management” (“SRHRM”). Socially responsible human resource management is based on the 

idea that HRM must be socially responsible  (Liao et al., 2022).   

A central characteristic of SRHRM practice in organizations is a focus on ethical behavior and values 

(Gao & He, 2017). This includes practices such as ethical recruitment and selection, fair treatment of 

employees, and promoting a positive organizational culture that values integrity and ethical conduct 

(Anlesinya & Amponsah-Tawiah, 2020; López-Fernández, 2018; Hussain & Endut, 2018). Another 

characteristic of SRHRM is the integration of social and environmental considerations into HR policies 

and practices. This involves initiatives such as implementing sustainable HR practices, supporting 

employee volunteerism and community engagement, and considering the impact of HR decisions on the 

environment (Aust et al. 2018; Enhert, 2016). A third characteristic of SRHRM is a commitment to 

diversity and inclusion. This spans efforts to promote diversity in the workforce, as well as initiatives to 

create a supportive and inclusive work environment for all employees.  This study delves into various 

facets of socially responsible human resources management practices, namely inclusion, organizational 

support, flexible work practices, employee wellbeing strategy, employee voice as discussed below: 

Inclusion  

The inclusion of employees in an organisation’s processes and procedures is a basic principle of 

employment legislation. The employer must take affirmative action to ensure that all employees are 

aware of their rights and responsibilities at work, that they are treated fairly, regardless of age, gender, 

or other personal characteristics, that they can participate in decision-making processes at work and that 

they have opportunities for promotion (Yahaya, 2020). Employee inclusion is often achieved through 

training programmes for managers and supervisors on equal opportunity policies  (Hoang et al., 2022). 

In some countries, there are legal requirements for employers to provide equal opportunities for training 

for all managers (Gupta & Gomathi, 2022). These laws usually require employers to provide such 

training at regular intervals (e.g., every two years). In some cases, these laws also require employers to 

provide such training immediately after a manager is promoted to a position where he or she will be 

supervising employees (Pal et al., 2022). The laws of some countries require employers to establish 

mechanisms for the resolution of complaints of discrimination, harassment, and bullying  (Norman & 

Johnson, 2022). These mechanisms are usually administered through an ombudsman or the 

organisation’s human resources function.  

Organisational Support 

Organisational support is the extent to which an organisation provides for its members. This is 

sometimes called the “welfare” or “social” aspect of an organisation and is concerned with issues such 

as the provision of information, training and development, health and safety and grievance procedures 

(Andrade & Neves, 2022a). Organisational support can be seen as a fusion  of organisational 

commitment and the psychological contract. It is the extent to which an organisation shows its concern 

for its employees by providing them with a sense of security and trust, enabling them to feel safe in their 

work environment (Bernarto et al., 2020). Most importantly, organisational support is about the degree 

of trust an individual has in the organisation they work for as influence by how they are treated by it. 

The two main aspects of organizational support are informational support -the provision of information, 

and emotional support - the provision of help) (Rasool et al., 2022). Emotional support can be further 

divided into two sub-components: namely emotional labour and emotional investment (Chen et al., 

2020). Emotional labour is the extent to which the organisation provides support to its members to 

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reduce their stress levels and to help them deal with problems (Piotrowski et al., 2021). This can be seen 

as a specific type of emotional support in which the organisation aids members by providing constant 

encouragement and support. Emotional investment is the extent to which an organisation shows concern 

for its members by providing them with a sense of security and trust, enabling them to feel safe in their 

work environment (Hossin et al., 2021). 

Flexible Work Practices 

Flexible working practices describe a type of work arrangement which gives a degree of flexibility on 

how long, where, when and at what times employees work (Anya et al., 2021). Flexible working 

arrangements can be adopted for the benefit of employees, employers, or both. Flexible working 

arrangements are different from flexible hours which allow employees to work during hours in the work 

day other than the standard full-time hours of 9 am – 5 pm (Gašić & Berber, 2021).  

Typical characteristics of flexible work practices include part-time work; work where an employee is 

contracted to work for less than full-time hours available by law (Arquisola et al., 2022). Term-time 

working: a worker remains on a permanent contract but can take paid or unpaid leave during school 

holidays (Rahman et al., 2022). Job-sharing: a form of part-time working where two (or occasionally 

more) people share the responsibility for a job between them (Vyas, 2022). Flexi-time: allows employees 

to choose, within certain set limits, when to begin and end work. Compressed hours: compressed 

working weeks (or fortnights) do not necessarily involve a reduction in total hours or any extension in 

individual choice over which hours are worked. The central feature is a reallocation of work into fewer 

and longer blocks during the week (Yeaman, 2022). Annual hours: the total number of hours to be 

worked over the year is fixed but there is variation over the year in the length of the working day and 

week (Goswami, 2022).  

Employee Well-Being Strategy 

An employee well-being strategy is a considered plan of action that makes a company a happier and 

healthier place to work (Agarwal, 2020). A happy and healthy employee is more productive, less 

stressed, and more efficient (Ripp et al., 2020). It is a simple equation of investment in employee well-

being ensuring that the employee is in the right frame of mind to make positive contributions to the 

organisation (Casucci et al., 2020). Teams and employees are more likely to adopt a well-being initiative 

that has a meaningful strategic approach, instead of a collection of benefits that do not align with a 

consistent goal (DiPietro et al., 2020).  

The key components of an employee well-being strategy include a nurturing  environment where people 

feel accepted and connected  (Radic et al., 2020). It involves working together on a task or meeting with 

a client. It is much more than a comfortable sit-down with a therapist. It is an active, personalized process 

that involves talking with people about their problems, how they can improve their well-being, and how 

they can help each other (Binnewies et al., 2020). Engaging employees in a healthy way by creating a 

healthy work environment. The organisation must engage employees in a meaningful way. It is not 

enough to just ask them to sit down with a therapist or talk to a friend. To be effective, employees must 

be engaged meaningfully. This means talking about work as well as  the issues in their personal lives 

that may affect their contributions at work. Asking employees about their problems, and helping them 

to find solutions, not just referring them to someone else (Rahman et al., 2020). 

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Employee Voice 

Employee voice refers to the collective ideas, views, and thoughts of workers that may influence 

workplace choices. It is a means for workers to participate in the decision-making process and contribute 

to the dialogue (Mmamel et al., 2021). Voice of the employee is a vital component of a strong company 

culture and may lead to improved communication, higher morale, and more productivity. Surveys, focus 

groups, interviews, and feedback forms are just a few of the various ways that employees may provide 

input (Townsend et al., 2022). Employers may use these techniques to obtain insight into employee 

thoughts and ideas. This may help them make better-informed choices and foster an atmosphere where 

workers feel acknowledged and appreciated (Son, 2019). When employees feel that their views and 

opinions are being heard and acknowledged, they are more likely to be engaged and motivated, which 

can lead to higher levels of production, morale, and work satisfaction (Ge, 2020; Ruck et al., 2017). 

There are a variety of techniques used to harness the potential of employee voice. First, organisations 

should ensure that they foster a culture in which workers feel safe to speak out and where their opinions 

are acknowledged and respected (Ellmer & Reichel, 2021). This requires the development of procedures 

that safeguard workers from employers for speaking out and providing feedback. Second, organisations 

should provide channels for employee voice (Belizón, 2019) which  may include feedback forms, 

questionnaires, focus groups, and interviews. These tools may be used to obtain insight into the thoughts 

and ideas of workers and to find continuous improvement opportunities (Budd et al., 2010). Finally, 

organisations should develop enterprise-wide programmes to increase employee voice. These efforts 

may include events, seminars, and programmes aimed to increase employee participation. This may 

contribute to a more productive and collaborative workplace (Kwon & Farndale, 2020). 

Empirical Review 

There were limited studies on workplace adaptability of public servants or persons with disabilities.  

Therefore, this review of findings draws from a wide range of scholarly literature on related dimensions. 

Several studies have found that inclusion, organizational support, and flexible work practices are 

important for the work adaptability of employees with disabilities. In a study by Smith et al. (2017), 

inclusion and organizational support were positively related to the work adaptability of employees with 

disabilities, while Johnson et al. (2019) found flexible work practices to be positively related to the work 

adaptability of employees with disabilities. In addition to the above factors, several studies have also 

found that employee wellbeing and employee voice are important for the work adaptability of employees 

with disabilities. Brown et al. (2020) found that employee wellbeing was positively related to the work 

adaptability of employees with disabilities. Similarly, Thompson et al. (2022) found that employee voice 

was positively related to the work adaptability of employees with disabilities.  

In a study of teacher assistants’, adaptability predicted their workplace wellbeing, more than the effects 

of teaching focus, personal and demographic variables. The findings conclude that ability to adjust 

cognitively, emotionally, and behaviourally in uncertain and unpredictable situations influence the 

teacher’s self-concept and motivation.  A link was identified between disability types and teacher 

assistants’ adaptability. There was an association between lower levels of teacher adaptability and 

students with hearing and visual impairments, specifically with regard to interaction. This finding is 

noteworthy considering that a vast majority of the public servants in South-West Nigeria involved in 

this study are teachers in special schools with responsibility for children with diverse disabilities. 

In a two-year long study amongst the Swiss working population, the findings indicated that career 

adaptability may contribute to a sustainable job and life satisfaction over time. The researchers found a 

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negative relationship between career adaptability and perceived stress in life. The study also revealed 

that career adaptability may be beneficial for people who are starting their career and for mid-career 

individuals, enabling them to be better in control of their lives, eliminating stress and synergizing various 

aspects of their lives (Urbanaviciute et al., 2019).  Furthermore, the role of families in employee 

adaptability was examined in a study of teleworkers and non-workers in the public sector.  Teleworkers 

with lower-level responsibilities reported less family interference with work. Conversely, workers with 

higher level responsibilities reported higher family responsibilities. Also, where supervisors’ control 

was evident, there was a negative effect on workers’ adaptability to tasks and proactivity (Solis et al., 

2017).  

Villalobos et al. (2020) examined employee adaptability across cultures. From participating countries, 

they found adaptative and proactive workplace behaviours were influenced significantly by 

geographical differences, cultural norms, values and individual perceptions, rather than GDP. Brazil, 

Japan, Netherlands, and the Philippines reported the highest differences in workplace behaviours 

associated with adaptability. Respondents from these countries, including India and South Africa, 

showed the most significant differences in work performance behaviours relating to proactivity. There 

were small significant differences between the strong economy vs developing economy country groups.  

Employee adaptability was also influenced by the availability of workplace accommodations.   

In the United Kingdom, Chandola and Rouxel (2021) found that caring responsibilities for household 

members with impairments or for dependent children, was the biggest predictor for getting workplace 

accommodation for men and women. Many workers with workplace accommodations did not have any 

impairments and were likely to be management level staff, have a degree level qualification, or work in 

the public sector. For women, poor general health was a major reason for accommodations. In most 

instances, their workplace adjustments were self-initiated and funded. The study did not examine 

gender-based adaptability. However, it concludes that workers with impairments and work 

accommodations remain in work and are more economically active than their peers without work 

accommodations. Ochrach et al. (2021) indicated that the organisation’s approach to disability is 

reflected in its vision and mission, as set by its top leadership.  This influences its HRM practices to 

provide work accommodations tailored to each individual’s needs which influence recognition and job 

satisfaction, reflecting a culture of diversity inclusion in practice. 

Therefore, based on the foregoing, the study thus hypothesized that: 

H01: Socially responsible human resource management practices have no significant effect on employee 

adaptability on public servants with disabilities in South-West Nigeria. 

 

 

 

 

 

 

 

 

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Research Conceptual Model 

 

Figure 1: Conceptual Model (Socially Responsible Human Resource Management Practices and 

Employee Adaptability) 

Source: Author’s Research Model (2022) 

The figure above presented the conceptual model based upon the review of literature and it showed the 

effect of socially responsible human resource management practices (inclusion, organizational support, 

flexible work practices, employee wellbeing strategy and employee voice) has no significant effect on 

the employee adaptability on public servants with disabilities in South-West Nigeria 

Theoretical Review 

Social Exchange Theory 

George Homans (1958) developed the social exchange theory following his interest in studying small 

groups, and his assumption that every civilization, community, or group was best understood when 

viewed as a social system. The social exchange theory is a central to the field of sociology and is often 

used as a framework for understanding social interactions. Its concept of “costs and benefits” is widely 

adopted as a way of understanding why people engage in certain social behaviors (De Vries & Gershuny, 

2017). One key aspect of the social exchange theory is the idea that people are motivated by self-interest 

and seek to maximize their personal benefits (Kim & Sandstrom, 2018). Consequently, individuals are 

likely to engage in social interactions and relationships that they perceive as being beneficial to them, 

while avoiding those that they perceive as being costly or detrimental to their personal interests. 

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Supporters of the social exchange theory (Kim & Sandstrom, 2018; Gabbay & le Roux, 2018) argue that 

social exchange theory provides a useful framework for understanding the motivations behind social 

interactions and the factors that influence the development and maintenance of social relationships. They 

note that the theory has been applied in a variety of fields, including psychology, economics, and 

management. In addition, Driscoll et al. (2019) argued that the theory provides a useful framework for 

understanding the factors that influence the formation, maintenance, and termination of social 

relationships, as well as the ways in which individuals balance the costs and benefits of these 

relationships. Similarly, Kaur et al. (2020) found that social exchange theory provided a useful 

framework for understanding the ways in which a sample of older people balanced the costs and benefits 

of their social relationships and the factors that influence the maintenance of these relationships over 

time. Overall, the studies demonstrate the continued support for the use of social exchange theory as a 

way of understanding social interactions and relationships. 

The social exchange theory has been criticized for its assumptions about human behavior and its narrow 

focus on individualistic perspectives. One criticism of social exchange theory is that it assumes that all 

individuals are rational actors who make calculated decisions based on a cost-benefit analysis of their 

relationships. Research has shown, however, that emotions and other non-rational factors can play a 

significant role in shaping interpersonal interactions (Dolcos & Florian, 2017). Another criticism is that 

social exchange theory ignores the influence of social and cultural contexts on interpersonal 

relationships. The theory focuses on individualistic perspectives and does not take into account the role 

of group dynamics, power imbalances, and other social and cultural factors that can shape interpersonal 

interactions (Wang, 2017). Additionally, social exchange theory has been criticized for its narrow focus 

on dyadic relationships and its lack of attention to larger social systems and structures (Kraut, 2017). 

This can limit its ability to explain how social exchange processes operate within groups and 

organizations, and how they are influenced by larger social, political, and economic systems. Despite 

these criticisms, social exchange theory remains an important perspective in social psychology and has 

influenced a range of research on topics such as relationship formation and maintenance, social 

influence, and communication (Fossby, 2020). 

Social exchange theory is relevant to this study as well as to understanding the job satisfaction, 

engagement, and organizational citizenship behavior (OCB) of employees with disabilities in an 

organization. According to social exchange theory, individuals form and maintain relationships with 

others when the rewards of the relationship outweigh the costs. In the workplace, this can involve an 

exchange of effort and performance for rewards such as pay, benefits, recognition, and opportunities for 

advancement. Employees with disabilities may experience unique challenges and costs in the workplace 

due to their disabilities, such as the need for accommodations or the potential for discrimination. 

However, if an organization provides employees with disabilities the necessary support and resources 

to succeed and recognizes their contributions, this can lead to increased job satisfaction, engagement, 

and OCB among employees with disabilities. On the other hand, if an organization does not provide 

them with the necessary support and resources or fails to recognize their contributions, this can lead to 

decreased job satisfaction, engagement, and OCB, as well as increased turnover intention. In this case, 

the costs of the relationship (e.g., lack of support and resources, discrimination) may outweigh the 

rewards, leading employees with disabilities to consider leaving the organization.  

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3.0 METHODOLOGY 

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.  Qualitative data were 

subjected to thematic analysis. A Cronbach’s alpha value of 0.7 or above indicates a high level of internal 

consistency, suggesting that the items on the instrument are measuring the same thing (Kumari et al., 

2021). This is crucial for the reliability of the research instrument. In addition to Cronbach’s alpha 

coefficients, composite values were generated from the pilot data collected. 

Table 1: Internal Composite Reliability Result  

S/N Variables  Number of 

Items 

Cronbach’s 

Alpha 

Composite 

Reliability 

(rho_c) 

1 Inclusion 7(5) 0.832 0.871 

2 Organizational support 7(4) 0.697 0.813 

3 Flexible work practices 7 0.847 0.884 

4 Employee wellbeing strategy 6 (5) 0.793 0.857 

5 Employee voice 7 0.844 0.883 

6 Employee adaptability 7(6) 0.828 0.876 

Source: Pilot Study Results (2023). 

Model Specification   

Y = f (X) 

Y = Dependent Variable 

X = Independent Variable 

Y = Employee Adaptability of Public Servants with Disabilities (OPSWD) 

X = Socially Responsible Human Resource Management (SRHRM) 

X = (x1, x2, x3, x4, x5) 

Where:  

Y = Employee Adaptability (EA) 

and  

x
1
 = Inclusion (INC) 

x
2 

= Organisational Support (OS) 

x
3
 = Flexible Work Practices (FWP) 

x
4
 = Employee Wellbeing Strategy (EWS) 

x
5
 = Employee Voice (EV). 

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Functional Relationships 

Y= f (x1, x2, x3, x4, x5) ………Equation 1 

Hypothesis One 

EA = α0 + β1INC+ β2OS+ β3FWP + β4EWS + β5EV +εi …………………………Equation 1 

4.0 FINDINGS 

A total number of 437 questionnaires were administered to full-time, permanent public servants with 

disabilities across five states in the South-West of Nigeria specifically Lagos, Ogun, Oyo, Ondo, and 

Ekiti States.  A total of 416 useable questionnaires were completed accurately, representing a 94% usable 

for data analysis. Twenty-one questionnaires were incompletely filled and adjudged invalid for the 

analysis. The response rate was adequate for the research and this indicated that the analysis could be 

done using the study instrument. 

Hypothesis Testing 

H01: Socially responsible human resource management (SRHRM) has no significant effect on employee 

adaptability. 

Table 2: Summary of Multiple Regression Analysis for the Effect of SRHRM Components on 

Employee Adaptability of Public Servants with Disabilities in South-West Nigeria 

N Model Β T Sig. ANOVA 

(Sig.) 
R Adjusted 

R2 

F (5, 

410) 

 

 

 

 

416 

 

 

 

(Constant) 12.662 14.843 0.000  

 

 

 

 

0.001b 

 

 

 

 

 

0.459a 

 

 

 

 

 

0.201 

21.891 

Inclusion 0.134 2.372 0.018 

Organisation 

Support 

0.167 3.129 0.002 

Flexible Work 

Practices 

0.035 .969 0.333 

Employee 

Wellbeing 

Strategy 

-0.228 -5.614 0.000 

Employee 

Voice 

0.218 4.058 0.000 
    

a. Dependent Variable: Employee Adaptability 

b. Predictors: (Constant), Employee Voice, Organisation Support and Inclusion 

Source: Researcher’s Field Survey, 2024 

Interpretation 

Table 2 shows the multiple regression analysis results for the effect of SRHRM dimensions on employee 

adaptability of public servants with disabilities in South-West Nigeria. The results showed that employee 

voice (β = 0.210, t = 4.058, p<0.05) and organisation support (β = 0.167, t = 3.129, p<0.05) and inclusion 

(β = 0.134, t = 2.372, p<0.05) have a significant positive effect on employee adaptability. Flexible work 

practices (β = 0.035, t = 0.969, p>0.05) have a positive insignificant effect on employee adaptability, 

while employee wellbeing strategy (β = -.228, t = -5.614, p>0.05) has a negative insignificant effect on 

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employee adaptability of public servants with disabilities in South-West Nigeria. The analysis of the 

results showed that three dimensions of socially responsible human resource management (employee 

voice, organisation support, and inclusion) have positive and significant effect on employee adaptability 

of public servants with disabilities in South-West, Nigeria. This suggests that employee voice, 

organisation support, and inclusion are important predictors of employee adaptability of public servants 

with disabilities in South-West Nigeria. 

The correlation R value was 0.459.  It indicated that SRHRM dimensions have a positive relationship 

with employee adaptability. The Adj. R2 was 0.201 implying that 20.1% of the variance in employee 

adaptability of public servants with disabilities in South-West Nigeria was attributable to the socially 

responsible human resource management (inclusion, organisational support, flexible work practices, 

well-being strategy and employee voice) while 79.9% of changes that occur are accounted for by other 

variables not captured in the model.  Socially responsible human resource management being the 

independent variable determines 20.1% of employee adaptability of public servants with disabilities in 

South-West Nigeria. 

The predictive and prescriptive multiple regression models are thus expressed:  

EA = 12.662 + .134INC + .167OS + .035FWP + -.228EWS + .218EV+ Ui--------Eqn (i) (Predictive 

Model) 

EA = 12.662 + .218EV + .167OS + .134INC + Ui ----Eqn (i) (Prescriptive Model) 

Where: 

EA = Employee Adaptability 

INC = Inclusion 

OS = Organisational Support 

FWP = Flexible Work Practices 

EWS= Employees Wellbeing Strategy 

EV = Employee Voice 

The regression model indicated that if SRHRM dimensions were held constant at zero, employee 

adaptability of public servants with disabilities in South-West Nigeria was 12.662. This indicates that in 

the absence of SRHRM dimensions, organisational citizenship behaviour of public servants with 

disabilities in South-West Nigeria was 12.662, indicating a positive employee adaptability. From the 

predictive model, three dimensions of the SRHRM (employee voice, organisation support and inclusion) 

have significant positive effect on the employee adaptability while flexible work practices have an 

insignificant effect on organisational citizenship behaviour. However, employee wellbeing strategy has 

a negative significant effect on employee adaptability. These variables were not prescribed.  From the 

prescriptive model, a unit change in employee voice, organisation support or inclusion would increase 

employee adaptability by .218, .167 and 0.134 units respectively. The results suggest that employee 

voice, organisation support and inclusion are significant predictors of employee adaptability among 

public servants with disabilities in South-West Nigeria. Thus, ministries, departments and agencies this 

region should focus on enhancing these dimensions of SRHRM to improve overall employee 

adaptability. 

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The F-statistics (df = 5, 410) = 21.891 at p<0.05) indicated that the overall model is significant for 

predicting the effect of SRHRM on employee adaptability. This implies that the regression model is a 

good fit for predicting the effect of socially responsible human resource management on employee 

adaptability. Also, since the p-value is less than 0.05, this implies that the relationship between SRHRM 

and employee adaptability is significant. The results further showed that employee voice has the most 

significant effect on employee adaptability among public servants with disabilities in South-West, 

Nigeria followed by organisation support and inclusion. Based on these results, the null hypothesis four 

(H04) which states that SRHRM dimensions have no significant effect on employee adaptability was 

rejected. 

Discussion of Findings 

The hypothesis investigated the effect of socially responsible human resource management’s (SRHRM) 

components (inclusion, organisational support, flexibility work practices, employee wellbeing and 

employee voice) on employee adaptability of public servants with disabilities in South-West Nigeria. 

The results showed that three dimensions of socially responsible human resource management 

(employee voice, organisation support, and inclusion) have positive and significant effects on employee 

adaptability of public servants with disabilities in South-West, Nigeria. This suggests that inclusion, 

organisational support, flexibility work practices, employee wellbeing and employee voice are important 

predictors of employee adaptability of public servants with disabilities in South-West Nigeria. 

Numerically, 20.1% of the variance in employee adaptability of public servants with disabilities in 

South-West Nigeria was attributable to the socially responsible human resource management (inclusion, 

organisational support, flexible work practices, well-being strategy and employee voice) while 79.9% 

of changes that occur are accounted for by other variables not captured in the model.  Consequently, 

SRHRM determines 20.1% of employee adaptability of public servants with disabilities in South-West 

Nigeria. 

Empirically, there were limited studies on public servants or persons with disabilities.  The discussion 

draws from a wide range of scholarly literature on related dimensions to juxtapose with the findings of 

this study.  In a study of teacher assistants’, adaptability predicted their workplace wellbeing, more than 

the effects of teaching focus, personal and demographic variables. The findings conclude that ability to 

adjust cognitively, emotionally, and behaviourally in uncertain and unpredictable situations influence 

the teacher’s self-concept and motivation.  A link was identified between disability types and teacher 

assistants’ adaptability. There was an association between lower levels of teacher adaptability and 

students with hearing and visual impairments, specifically with regard to interaction. This finding is 

noteworthy considering that a vast majority of the public servants in South-West Nigeria involved in 

this study are teachers in special schools with responsibility for children with diverse disabilities. 

Similarly, the current finding corroborates with the earlier finding of Urbanaviciute et al. (2019).   Who 

found career adaptability contributes to a sustainable job and life satisfaction over time. The researchers 

found a negative relationship between career adaptability and perceived stress in life. The study also 

revealed that career adaptability may be beneficial for people who are starting their career and for mid-

career individuals, enabling them to be better in control of their lives, eliminating stress and synergizing 

various aspects of their lives (Urbanaviciute et al., 2019). Also, the finding resonates with Chandola and 

Rouxel (2021) who found that caring responsibilities for household members with impairments or for 

dependent children, was the biggest predictor for getting workplace accommodation for men and 

women. Many workers with workplace accommodations did not have any impairments and were likely 

to be management level staff, have a degree level qualification, or work in the public sector. For women, 

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poor general health was a major reason for accommodations. This study’s findings contradicted that 

outcome, as there was no reference beyond the public servant with disabilities in South-West Nigeria.  

In most instances, their workplace adjustments were self-initiated and funded. The study did not examine 

gender-based adaptability. The study concludes that workers with impairments and work 

accommodations remain in work and are more economically active than their peers without work 

accommodations. Ochrach et al. (2021) indicated that the organisation’s approach to disability is 

reflected in its vision and mission, as set by its top leadership.  This influences its HRM practices to 

provide work accommodations tailored to each individual’s needs which influence recognition and job 

satisfaction, reflecting a culture of diversity inclusion in practice. 

Contrary to this study’s findings, professionals with invisible disabilities, mental health disabilities and 

those who work for smaller organizations are less likely to disclose to co-workers or management. 

Finally, lower perceived prejudice and the presence of co-workers with disabilities are associated with 

higher disclosure scores, but not for all groups (Hyseni et al., 2022). 

5.0 CONCLUSION AND RECOMMENDATIONS 

The study concluded that socially responsible human resource management practices affect employee 

adaptability of public servants with disabilities in South-West Nigeria.  This implies that organisations 

that prioritize socially responsible HRM practices, particularly those that support and accommodate 

employees with disabilities, are likely to contribute to higher levels of adaptability among this group of 

workers. 

Therefore, the study recommends involvement of persons with disabilities in strategic or operational 

projects, initiatives or committees set up by ministries/departments or agencies.  This provides 

opportunities for public servants with disabilities to contribute to and proactively influence the realities 

around them, which can enhance a sense of inclusion and engagement. The findings of the study support 

the theory in which socially responsible human resource management was found to significantly affect 

the outcomes of public servants with disabilities in southwest Nigeria where the interaction of sub-

variables was positive and mutually beneficial. 

 

 

 

 

 

 

 

 

 

 

 

 

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