Stuttering: Stigma and perspectives of (dis)ability in organizational communication

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2022-12-01 DOI:10.1016/j.hrmr.2021.100875

Stephanie R. Seitz , Ai Leen Choo

引用次数: 5

Abstract

There is a general consensus regarding the essential nature of effective communication in the workplace. However, in practice, there seems to be a narrow and specific definition of communication effectiveness that goes above and beyond the ability to deliver information. This perpetuates stigma surrounding communication disorders such as stuttering, and helps drive negative employment outcomes for those who stutter. In this paper, we develop a model of Stuttering Stigma in Organizational Communication (SSOC) in order to better understand the complexity surrounding communication, stuttering, and stigma. We discuss implications for organizations and strategies for stigma reduction.

查看原文本刊更多论文

结巴:组织沟通障碍的污名与视角

关于工作场所有效沟通的本质，有一个普遍的共识。然而，在实践中，似乎有一个狭隘而具体的沟通有效性的定义，超出了传递信息的能力。这使围绕口吃等沟通障碍的污名永久化，并有助于为口吃者带来负面的就业结果。在本文中，我们建立了一个组织沟通中的口吃病耻感模型，以便更好地理解沟通、口吃和病耻感的复杂性。我们讨论的影响组织和策略的耻辱减少。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.