Philippine Journal of Labor and Industrial Rela ons | Volume 37 • 2020

Employment Situa on, Challenges and

Opportuni es: The Case of Persons
with Disabili es

Virgel C. Binghay1
University of the Philippines

Abstract

In 2010, it was estimated that some 3.1 percent of the

Philippine population were persons with disabilities
(PWDs). The Philippine government has pieces of legislation
and programs that aim to improve the overall welfare of
PWDs. These stipulate the rights and privileges of PWDs in
terms of their health, education, and employment. However,
despite the existence of such legislation and programs,
PWDs continue to suffer. In particular, they struggle for
work since discrimination is evident and access to suitable
jobs is limited. Many employers still do not acknowledge
the vast potential of PWDs despite studies showing how
effective and productive they are as employees. Weak
monitoring of and compliance with prevailing laws
contribute to this struggle. This paper enumerates concrete
actions that the critical actors—the PWDs, government,
employers’ groups, workers’ associations, civil society, and
the academe—could do in order to improve the situation.

Keywords: Persons with Disabilities (PWDs), Employees with

Disabilities, PWD Policies, PWD Employment, PWD Programs, Philippines
1 Dr. Binghay is a Professor at the School of Labor and Industrial Rela ons, University of
the Philippines Diliman and Director of the School’s Center for Industry Produc vity and
Compe veness. His email address is [email protected].

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Introduction

According to the World Health Organization (WHO), 15 percent of

the global population (over 1 billion individuals) are people with
speci ic disabilities. A person belonging to this community is generally
termed a “person with a disability” or PWD (Cuevas, 2014; D. Reyes,
2015). Disability results from the interaction of a PWD’s unique bodily
characteristics and society’s traits where the PWD is in (Hedlund, 2000;
Mori, 2015). To overcome their dif iculties due to their disabilities,
medical intervention and social and ecological intermediation are
needed (Cuevas, 2014).

A primary concern facing PWDs is the search for a suitable livelihood.

In many developing countries, PWDs do not have opportunities to ind
decent jobs to earn a living. Usually, options are limited to low-paying
positions, or available jobs do not cater to their disabilities (Mori,
2015). This stems from employers having negative attitudes on their
limitations and the PWDs having unfavorable views of themselves.
Discrimination against them is still prevalent despite legislation,
policies, and programs supposed to protect them. They face many
challenges, such as poverty and lack of inancial and environmental
access to quality education. They have fewer socioeconomic
opportunities due to social exclusion, negative family attitudes toward
employment, and poor accessibility in the working environment
(Gamez et al., 2018; Kono, n.d.; Marella et al., 2016; Santos, 2014).

Republic Act No. 7277 (Magna Carta for Persons with Disabilities)
and Batas Pambansa No. 344 de ine PWDs as “those suffering from
restriction or lack of ability to perform an activity in the manner or
within the range considered normal for a human being as a result
of a mental, physical, or sensory impairment” (Japan International
Cooperation Agency - Planning and Evaluation Department [JICA-
PED], 2002). The 2016 National Disability Prevalence Survey showed
that about 82 percent of Filipinos 15 years and above have experienced
mild to severe disability (Philippine Statistics Authority [PSA], 2019).
Of that number, women have higher percentages of experiencing
moderate to severe disabilities. The levels of disabilities, namely no
disability, mild disability, moderate disability, and severe disability,
are codes used by WHO based on scores measured by answering 17
functioning domains. These domains tackle the interaction between

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the health conditions and impairments of the individual and the

environment where he/she is from.

Figure 1 demonstrates the percentage distribution of the population

aged 15 and up concerning their level of impairment and sex. The
percentage distribution of the population aged 15 and older by
disability level and age group is shown in Figure 2. Figure 3 shows
the distribution of PWDs according to the type of disabilities.

Figure 1. Percentage Distribu on of Popula on Age 15 and Older by

Disability Level and Sex: Philippines, 2016

12 9 15

47 45
49

23 25
20

19 21 17

Total Male Female

No disability Mild disability Moderate disability Severe disability

Source: (PSA, 2019)

The National Statistics Of ice (the former name of PSA) adopted

a system of grouping disabilities together. The groups are: total
blindness, partial blindness, low vision, total deafness, partial deafness,
poor hearing ability, muteness, speech impairment, paralysis of one or
both arms, paralysis of all four limbs, loss of one or both arms/hands,
loss of one or both legs/feet, paralysis of one or both legs, paralysis
of one arm and one leg, mental retardation, mental illness and others
(JICA-PED, 2002). These groups include those with other physical
disabilities, cerebral palsy, and persons with autism, to name some
(Rappler, 2016).

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Figure 2. Percentage Distribu on of Popula on Age 15 and Older by

Disability Level and Age Group: Philippines, 2016

12 6
14
32
42
47
53

25 54
23
24
28
19 11
9 3
Total 15 - 39 40 - 59 60+

No disability Mild disability Moderate disability Severe disability

Source: (PSA, 2019)

Figure 3. Distribu on of PWDs in the Philippines According

to their Type of Disability, 1995.
Others/Overlappi
Speech
ng, 8%
Impairment , 4%
Physical
Muteness, 4% Disability, 15%

Psychatric
Disability, 4%

Intellectual
Disability, 6%

Visual
Hearing Impairment, 46%
Impairment, 13%

Source: (JICA-PED, 2002).

However, in Philippine PWD ID cards, disabilities are unique and do

not follow the WHO categories. Seven categories are used, namely

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(1) visual impairment, (2) hearing loss, (3) orthopedic disability,

(4) learning disability, (5) psychosocial disability, (6) chronic illness,
and (7) mental disability (Organization for Pinoy with Disabilities,
Inc., 2017) ). For visual impairment, unless a person is discernably
blind, no absolute eye grade is set to distinguish a person with a visual
disability from those who do not. The Department of Health (DOH) has
not established an eye grade threshold. Nonetheless, if the individual
has a visual impairment that cannot be corrected, he/she can apply for
the PWD ID (Zoleta, 2020). The Persons with Disabilities Affairs Of ice
(PDAO) in every city has a protocol set to identify PWDs under this
category. National Educational Association of Disabled Students (n.d.)
shows that only ive percent of visually impaired people cannot see
anything. Thus, there is a difference between the needs of the visually
impaired and the blind. For hearing loss, there are various degrees of
hearing impairment. Some can hear sounds but don’t understand what
they hear and so they are considered PWDs. Nonetheless, an individual
who cannot hear but can understand (i.e., through lip-reading) or
another who cannot hear and cannot understand are both regarded
as PWDs. Orthopedic disability includes all amputations on a person’s
extremities and stunted growth as dwar ism.

A person having dif iculty learning fundamental concepts in math

and science is said to have a learning disability. In contrast, a person
who suffers from social and psychological problems that hinder
accomplishing simple daily chores is considered to have a psychosocial
disability. Chronic illness, which becomes a severe disability when
complication sets in, can also be considered a disability. An example is
diabetes, which can lead to diabetic retinopathy that causes blindness
and leg amputations. The last category is mental disability, which
includes down syndrome, bipolar disorder, post-traumatic stress
disorder, and schizophrenia. People with mental disabilities are usually
automatically considered PWDs. These disabilities may have been
caused by circumstances such as a disease, an accident, or complications
from birth ( National Educational Association of Disabled Students, n.d.;
Organization for Pinoy with Disabilities, Inc., 2017).

Laws, policies, and programs are explicitly crafted to uplift the status of
the lives of PWDs relative to their health, education, and employment,
to name some (Reyes et al., 2011). These interventions aim to integrate
the lives of PWDs into society by giving them more opportunities for

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necessary rehabilitation, greater productivity, self-development, and

self-reliance. Lately, there is a burning controversy on the irresponsible
issuances of PWD IDs to non-quali ied persons who are shamelessly
availing of the bene its that are not due to them. This issue is yet to be
resolved (CNN Philippines, 2020).

In addition to the National Council on Disability Affairs (NCDA), there

are several implementing government agencies for PWD concerns,
such as the Departments of Social Welfare and Development (DSWD),
DOH, Trade and Industry (DTI), and Education (DepEd) (Yap et al.,
2009). However, the primary agency for the employment of PWDs
is the Department of Labor and Employment (DOLE), which is also
mandated to formulate policies, standards, and procedures for
disadvantaged groups and communities, including the PWDs. As such,
DOLE disseminates information on possible jobs available for trained
and quali ied PWDs, among others (JICA-PED, 2002; Yap et al., 2009).

Related laws, Policies, and Programs

Republic Act No. 7277 (Magna Carta for Persons with Disabilities), the
primary legislation for PWDs, was enacted in 1992 and amended in
2007 under Republic Act. No. 9442 (Aragon Jr, 2017; Yap et al., 2009).
The revised version widens the privileges that PWDs are entitled to,
one of which is a discount of at least 20 percent on various products
and services (Reyes et al., 2011). The law acknowledges that PWDs
have the same rights as people without disabilities; therefore, the state
supports initiatives to erase any prejudicial barriers against them.

Consequently, the state adopts policies that will make PWDs productive
and self-reliant citizens. Additionally, the law aims to protect and
promote the welfare of PWDs to further their rehabilitation and self-
development. The ultimate goal is to integrate them into mainstream
society and make them more engaged and valuable as a community
(Aragon Jr, 2017; Economic and Social Commission for Asia and the
Paci ic [ESCAP], 1997; Tabuga, 2010). PWDs are afforded exclusive
rights and privileges in employment, education, health, auxiliary social
services, telecommunications, accessibility, political rights, and civil
rights (ESCAP, 1997).

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PWDs have the right not to be denied access to opportunities for

suitable employment. A quali ied employee with a disability should
be entitled to the same terms and conditions of work, compensation,
privileges, bene its, incentives, and allowances as non-disabled
coworkers (Mina, 2017; Yap et al., 2009). The law also mandates the
state to ensure PWDs’ adequate access to quality education. PWDs
must be given opportunities to hone and develop their skills by
prohibiting learning institutions from denying them access to these
rights due to their disabilities. Accessibility to special education also
entails scholarships and educational assistance (Castillo, 2017; ESCAP,
1997; Santos, 2014) and establishments offering vocational courses
to enhance their employability. The state is mandated to ensure that
marginalized PWDs receive the necessary auxiliary services to restore
their social functioning and community affairs participation. This task
is the DSWD’s concern.

To bolster the accessibility aspect of the Magna Carta of Persons

with Disabilities, requirements that are meant to ensure a barrier-
free environment for PWDs are included in Batas Pambansa 344,
otherwise known as the “Accessibility Law.” For example, national
and local governments shall allocate funds for architectural facilities
or structural features to provide easy access for PWDs. PWDs are
also given the right to form groups and organizations for their bene it
(ESCAP, 1997). Most importantly, the law also ensures that the rights of
PWDs are protected through the prohibition of discrimination against
them (Yap et al., 2009).

In a nutshell, Table 1 lists down the legal instruments aimed at

protecting PWDs in the Philippines.

These legal instruments are intended to identify and provide

alternatives for PWDs to overcome existing and potential problems
and concerns they experience (Aragon Jr, 2017). However, the impacts
of legal instruments and non-government assistance programs
are ineffective for several reasons. Moreover, PWDs continue to
encounter discrimination in different aspects of their lives, especially
in employment.

As a result, the purpose of this conceptual paper is to investigate the

dif iculties of being a PWD, particularly in their search for a job. It digs

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Table 1. Essen al Laws for Persons with Disabili es in the Philippines

(Yap et al., 2009).
Date
Law Title
Approved
Republic Act An Act Amending Republic Act No. 7277, otherwise April 30,
No. 9442 known as the “Magna Carta for Disabled Persons, and 2007
For Other Purposes.”
Execu ve Encouraging the Implementa on of Community-Based June 21,
Order No. Rehabilitation (for Persons with Disabilities in the 2005
437 Philippines)
Execu ve Directing the Implementation of the Economic March 22,
Order No. Independence Program for Persons with Disabili es 2005
417 (PWDs)
Execu ve Creating a Task Force to Address the Concerns of December
Order No. Persons with Disabili es 9, 1996
385
Republic Act An Act Providing for the Rehabilitation, Self- March 24,
No. 7277 Development, and Self-Reliance of Disabled Persons 1992
and their Integra on into the Mainstream of Society
and for Other Purposes
Republic Act An Act Declaring August 1 of Each Year as White Cane September
No. 6759 Safety Day in the Philippines and for Other Purposes 18, 1989
Batas An Act to Enhance the Mobility of Disabled Persons February
Pambansa by Requiring Certain Buildings, Institutions, 25, 1983
Bilang 344 Establishments, and Public U li es to Install Facili es
and Other Devices
Republic Act An Act Authorizing the Philippine Charity Sweepstakes June 19,
No. 4564 Office to Hold Annually Special Sweepstakes Race 1965
for the Exclusive Use of the Office of Vocational
Rehabilita on, Social Welfare Administra on, in its
Development and Expansion Program for the Physically
Disabled Throughout the Philippines
Republic Act An Act to Promote the Educa on of the Blind in the June 21,
No. 3562 Philippines 1963
Republic Act An Act Authorizing the Philippine Sportswriters June 21,
No. 1373 Associa on to Hold One Benefit Boxing Show Every 1963
Year, the Net Proceeds of which Shall Cons tute a Trust
Fund for the Benefit of Disabled Filipino-Boxers
Republic Act An Act to Provide for the Promo on of Voca onal June 9,
No. 1179 Rehabilita on of the Blind and Other Handicapped 1954
Persons and their Return to Civil Employment

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into how well they are accepted and welcomed at work. This study was
created in response to what appears to be a lack of a more complete
and integrated approach on the subject. Following the literature
examination, data were aggregated and processed to generate themes
and patterns re lecting the phenomena under inquiry.

Challenges of PWDs in the World of Work

Participation of PWDs in the labor force alleviates their economic

challenges and allows them equitable participation in society. PWDs
see their involvement as con irmation of their overall worth and
abilities (Müller, 2013). PWDs, on the other hand, encounter a variety
of hurdles while attempting to participate in various job programs.
Poverty, a lack of inancial and environmental access to excellent
education, less socioeconomic possibilities owing to social exclusion,
unfavorable family attitudes about employment, and limited access
to working settings are some of these (Gamez et al., 2018; Kono,
n.d.; Marella et al., 2016; Mina, 2017; Santos, 2014; Van Niekerk &
Van der Merwe, 2013). These barriers result in lower labor-force
participation, higher unemployment rates, and, if employed, lower pay
than non-disabled employees (Narayanan, 2018). The International
Disability Rights Monitor discovered that just 57.12 percent of PWDs
are employed, compared to 82.3 percent of the general population,
demonstrating the employment issue of PWDs in the country.

According to the Philippine National Statistics Of ice and the Asian

Development Bank (ADB), in 2005, only one to three out of 10
employable PWDs in the Philippines had regular paid work, despite
numerous local and international movements to include them in
mainstream employment (Cortes, 2013; Thomson, 2010). The
discussion below explores some of the challenges PWDs face in the
world of work.

Poverty and lack of societal inclusion

Many PWDs in the Philippines are born into low-income homes. They
have less in life, whether physical disability, social environment, or
resources (Aragon Jr, 2017). According to U itinema and Mulyungi

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(2018), 89 percent of those questioned by the National Council of

Persons with Disabilities had no access to inancial services. As a
result, the battle of PWDs in the labor market begins early in life, as
they confront signi icant obstacles in obtaining a proper education.
PWDs have dif iculty pursuing and inishing education due to their
limited reach, despite different government and non-government
aid. The policy implementation is unsuccessful for numerous reasons
(Aragon Jr, 2017), including that PWDs continue to suffer prejudice in
many aspects of their lives, including schooling.

Poor access to quality education

Traditional schools are not prepared to serve kids with impairments,

and instructors are not adequately educated to handle pupils with
disabilities (Possi, 1997, as cited by Uromi & Mazagwa, 2014). There
are few special education schools for people with disabilities in the
Philippines and many other nations (Goyal, 2017). In the Philippines,
less than three percent of disabled children and teenagers access
elementary education (ADB, 2002). Those who did have access face
discouraging elements that function as additional impediments to
obtaining a decent education (American India Foundation, 2014).
Bullying by peers, being refused school entrance, and bus drivers
failing to offer much-needed access and help are just a few examples.
Poor access to excellent education reduces a PWD’s chances of landing
a high-paying job. Many organizations are choosy because they demand
well-trained and highly competent employees, putting PWD applicants
at a disadvantage (Marella et al., 2016). Their lower education levels
limit work opportunities since many positions need a higher degree
of formal education and quali ications (Lengnick-Hall et al., 2014).
According to a study by Mohamed Osman and Mohamad Diah (2017),
PWDs would have improved their market worth if they possessed
information and communication technology (ICT) skills that were in
high demand in the digital era. Similarly, Uromi and Mazagwa (2014)
discovered that 47.6 percent, or nearly half of PWDs in Tanzania had
not attended school, indicating a massive disparity in PWD literacy
compared to the country’s illiteracy rate in people without disabilities,
which is just 25.3 percent. Women with impairments were less likely
to attend school than males because they were kept at home to do
domestic duties (Uromi & Mazagwa, 2014).

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As mentioned, in the Philippines, RA 7277– An Act Providing For

The Rehabilitation, Self-Development, And Self-Reliance Of Disabled
Person And Their Integration Into The Mainstream Of Society And
For Other Purposes, mandates the state to ensure that PWDs have
adequate access to quality education (Magna Carta for Disabled
Persons,1991). As part of this, there are vocational training courses
for PWDs. A study by Majid and Razzak (2015) found that vocational-
technical training for PWDs is helpful in their rehabilitation and is a
way to uplift their socioeconomic status. Sadly, only the more educated
are more likely to be aware of their legal rights and privileges; thus,
they are more likely to participate in job-seeking activities (Aragon Jr,
2017; Tabuga, 2010). Mori (2015) reiterated that PWDs should have
quality education for more job opportunities.

Caregivers’ attitudes

Another hurdle is the mentality of the family. Many family members or

caretakers do not allow PWD relatives to work for a living (Reyes et al.,
2011; Tabuga, 2010). They are too guarded and do not allow PWDs to
expose themselves to the public. They are accustomed to considering
the PWD as a “special case” (Goyal, 2017). Similarly, religious beliefs
in speci ic communities see impairments as the result of a family
member’s wrongdoing. Thus, the assumption is that the PWD should
become a beggar and people who offer alms can avoid retribution in
the afterlife (Tabuga, 2010).

Some families and caregivers have a negative attitude toward

government and non-government assistance for PWDs and ind them
procedurally cumbersome to avail of. This external help is short-lived;
thus, they carry the rest of the ‘burden’ eventually. Still, some families
believe they can support their PWD relatives, and there is no need for
them to work and be self-suf icient (Reyes et al., 2011).

PWDs’ lack of awareness of their rights and privileges

Only three out of 10 PWDs are aware of their legal rights and privileges,
as well as job prospects (Aragon Jr, 2017; Himor, 2018). Top-down
communication is inadequate and urgently needs to be improved.
Government entities responsible for informing and delivering these
services to people with disabilities cannot carry out their duty (ABS-

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CBN News, 2019). Participation in initiatives to improve their well-

being is low, particularly among the poor who require assistance with
mobility (Tabuga, 2010).

For instance, it is challenging for them to attend job fairs if the location
is far. The venue cannot accommodate wheelchairs and other aids for
people with mobility limitations (Thomson, 2010). This dilemma is
made worse because many PWDs do not live close to government social
welfare of ices. In some cases though, PWDs usually apply for jobs not
independently but through disability service of ices (Owen, 2012).

As a result, job possibilities for PWDs are more limited since they have
a smaller social resource circle than non-disabled people (Aragon
Jr, 2017). The social isolation caused by people’s general prejudice
against PWDs has an impact on their employment. Thus, individuals
become less knowledgeable, and their morale and drive to look for
work suffers (Palabrica, 2018). This social barrier generates a circle of
quiet struggle, reducing the willingness of PWDs to engage in societal
activities in general (Guanzon, 2018). Furthermore, because of their
lack of experience and abilities, many PWDs are frightened and lack
con idence in applying for jobs. Many people have given up seeking
work (Thomson, 2010).

Many people who get a job are unaware of their rights as employees.
PWDs frequently do not realize that they are entitled to the same work
terms and circumstances and equal remuneration, privileges, perks,
incentives, or allowances as their non-disabled colleagues. Likewise,
they are entitled to all of the rights and services outlined in the Labor
Code of the Philippines (Himor, 2018; Kash, 2019).

Sadly, those employed only occupy low-level positions as they often

lack the educational preparation and competency requirements
for higher work opportunities. They usually grab the immediate
employment opportunity even if it entails less pay and poor working
conditions. Some companies lack the initiative to provide PWDs with
information relevant to their work. At worse, they are denied access to
work-related information, compounding the ignorance of their rights
and privileges.

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Incidentally, active disabled job seekers are twice as likely to be

unemployed than non-disabled job seekers (Himor, 2018; Kash, 2019).
Schelzig (2005) showed that only about 10 percent of the more than
100,000 employable PWDs registered with DOLE are employed. The
International Disability Rights Monitor claims that 57.1 percent of
the Philippines’ PWDs work as farmers, forestry workers, or ishers
(30.9%). In comparison, the other PWDs are working as laborers or
unskilled workers in some establishments (10.8%) (Mina, 2013).

Employers’ negative stereotypes against PWDs

Employers’ unfavorable preconceptions exacerbate the problems that

PWDs encounter in the workplace, even though they lack suf icient
foundation and experience to back their assertions (Lengnick-Hall et
al., 2014). Some prevalent misconceptions about PWDs include low
productivity, frequent absence from work, and a high turnover rate
(Cortes, 2013; Guimares et al., 2018). Another negative attitude that
most companies have is treating people with disabilities as “others.”
They regard people with disabilities as inferior, favoring non-disabled
job applicants. This concept of “othering” leads to prejudice and
institutionalized exclusion of PWDs (Procknow et al., 2017). Many
PWD employees, including professionals, observe and lament the fact
that they are continually reminded that they are “different.” Persons
are quick to point out, examine, and even fear the obvious distinctions
that people with disabilities have (Mack, 2019).

People’s stigma and prejudice against PWDs’ limitations, including

employers and PWDs themselves, are huge impediments to their full
and equal involvement in the world of work (Gamez et al., 2018). Their
lack of knowledge of impairments exacerbates these barriers since
they tend to assess PWDs based only on their disability (Ang, 2014;
Hashim et al., 2018). They mistakenly associate impairments with a
lack of skills, which should not be the case in the irst place. One can
be a PWD and be competent and possess the necessary knowledge,
skills, and talents.

Many employers ind PWDs expensive for the business (Aragon Jr,
2017). They are perceived as a liability rather than an asset (Ang,
2014; Aragon Jr, 2017). Unfortunately, Philippine legislation does not
even have a provision that mandates private companies to dedicate a

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portion of their workforce to PWDs (Aragon Jr, 2017). This prejudice

against PWDs is pervasive in the Philippines and many other countries
(Ang, 2014; Guimarães et al., 2018; Hashim et al., 2018).

Although some companies take in a few PWDs, those usually hired

only have slight to moderate disabilities. Those with a limp or use
cranes or crutches but are con ident enough to try something new
have higher chances of getting hired. Some companies hold job fairs
for PWDs but most of the time, they only consider about 15 percent
of the applicants, and only 10 percent eventually make it. These
numbers show how extra-picky employers are when hiring PWDs.
Sadly, those employed were most likely hired on a contractual basis
only. When their contracts cease, only a few are renewed or, in rarer
cases, absorbed as regular employees (Kono, n.d.)

Some employers believe that the of ice’s physical structure and

inances are constrained with the hiring PWDs, thus offseting the
positive outcomes garnered from employing them (Palabrica, 2018).
For instance, PWDs with wheelchairs require access to ramps and
modi ied of ice corridors, work stations, and even restrooms (Empian,
2016; Palabrica, 2018). Modifying facilities and the installation of
additional establishment features to provide PWDs better mobility
do not come cheap. Notably, even government agencies do not
entirely comply with these architectural requirements. It has been
observed that many government buildings still lack the necessary
improvements in workspaces and facilities meant for PWDs (Civil
Service Commission, 2019).

Moreover, employers often feel uncertain as to whether or not

the PWDs will live up to their expectations (International Labour
Organization, 2016) believing that hiring them is risky as they are
prone to accidents. Therefore, they are denied jobs, even if they are
quali ied (Ang, 2014). They feel hiring PWDs would entail more
costs than gains (Lengnick-Hall, 2007; Palabrica, 2018). They claim
that even if the legislation gives rewards (e.g., tax deduction), if they
recruit PWDs, the cost of planning and sending paperwork to receive
the award, as well as the inef iciencies and uncertainties generated
by government departments engaged in the process of releasing the
prize cancel out the advantages (Kono, n.d.).

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Some disabilities are not readily discernable and are deemed

“invisible” except to the affected persons themselves (Bonaccio et al.,
2020). They experience the stigma of having a disability, so they hide
their disabilities from their employers, fearing the resulting unfair
treatment. Disclosing the “invisible” disability is risky as it increases
people’s chances of getting adverse reactions. A mild to moderate
visual or auditory defect that does not require wearing glasses or
a hearing aid are among the most common examples of invisible
disability. Likewise, included in this category are people with mild
to moderate intellectual and mental health issues and people with
physical disabilities that are not apparent (i.e., people with brittle
bone disease, backbone defects, lupus, etc.) (Mack, 2019; McNabb,
2019; Thomson, 2010). The latter types of disabilities are often
more frowned upon by other people as they are harder to deal with
(Imperial, 2017; Thomson, 2010).

On the contrary, employers often show more positive attitudes toward

PWDs with physical and sensory disabilities than those with intellectual
or psychiatric disabilities (Lengnick-Hall et al., 2014). People with a
psychological or learning disability are more at risk of discrimination
and bullying (Milne, 2013). Mack (2019) found that PWDs with Autism
Spectrum Disorder (ASD) experience unfair employment treatment.
Some of those with ASD have dif iculty passing job interviews because
they tend to talk fast and use many hand gestures (Mack, 2019). It was
found that one out of three employees avoid PWD coworkers after
knowing about their disabilities. This reaction may come from the
fear of saying something wrong or offensive to the PWD or avoiding
awkwardness (McNabb, 2019). Likewise, not all PWDs even want to
be identi ied as PWD, especially those with hidden disabilities. It was
discovered that 38 percent of people with invisible disabilities hide their
disabilities (McNabb, 2019). In sum, PWDs shun their coworkers to
avoid awkwardness and poor attitudes towards them (McNabb, 2019).

Lack of PWD-friendly facilities

Narayanan (2018) found that two of the most common forms of

discrimination against PWDs in organizations are the lack of an
accessible physical environment and the limited or lack of relevant
assistive technology. These exclusive amenities and aids are to be
provided by employers (Reddy, n.d.). But again, the adjustments (i.e.,

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in the infrastructure) to accommodate PWDs are considered as costs

by the employers; some even believe that PWDs are highly dependent
on the people around them while at work (Lengnick-Hall et al., 2014).

Unlike other countries, there is an utter lack of PWD-friendly transport

facilities in the Philippines. The PWDs who have mobility impairments
are at a disadvantage, especially since most also lack money for taxi
(their usual vehicle) fares (ABS-CBN News, 2019; Tabuga, 2010). On
top of that, scheduling or booking a car is often complicated, and
some drivers deliberately choose not to take them in. Besides, there
is a dearth of available people who can aid wheelchair users using
public transportation facilities (Almada & Renner, 2015). PWDs with
mobility issues are, unfortunately, left out when they are on business
trips (Mack, 2019). Further, some transport service providers are not
too accommodating to PWDs (Lee et al., 2015; Tabuga, 2010)

Many public buildings remain inaccessible to PWDs, especially those

with mobility issues (Thomson, 2010). Despite the law requiring them,
many establishments still do not have wheelchair ramps, sidewalks,
properly functioning elevators, handrails, PWD comfort rooms, and
other necessary facilities (ABS-CBN News, 2019; Santos, 2014). A
study by Destin et al. (2016) highlighted that PWDs need a conducive
sound and visual environment to move from one place to another. As
mentioned earlier, Batas Pambansa Bilang 344, otherwise known as
the Accessibility Law, requires buildings, institutions, establishments,
and public utilities to install facilities and other devices to promote
and enhance the mobility of PWDs. However, compliance with this
law and its implementation is in dire need of improvement (Global
Accessibility News, 2011; Charfavis, 2018). This situation affects
not only PWD job applicants but also the already employed PWDs.
A survey by Leber et al. (2018) found that the productivity level of
employed PWDs is greatly affected by their satisfaction with the
conditions in their work premises.

Discrimination from leaders and coworkers

The commodi ication of labor in the work setting is another huge

problem, mainly when corporate norms include long working hours,
work overload, late work shift, and stressful task assignments. These
are detrimental to workers’ well-being, especially for those with

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disabilities (Narayanan, 2018). Among these norms, employees with

disabilities must continuously prove themselves to people around
them (Mack, 2019) to gain greater acceptance.

Likewise, social issues get in the way of a PWD’s work, as some

supervisors and coworkers do not accommodate employees’
disabilities (Mack, 2019; Thomson, 2010). For example, believing that
a PWD coworker will not perform or inish the tasks ef iciently (Goyal,
2017; Thomson, 2010), non-disabled employees think they have to
pick up the PWD’s “slack.” A sample situation is when supervisors and
coworkers still insist on a group communication model that excludes
the deaf PWD with residual hearing but with some speaking ability and
can communicate in a one-on-one setting with relative ease. Employees
with disabilities need speci ic aids and assistance, depending on the
situation or environment. In this case, it is essential to emphasize that
not all deaf people need the same thing and can perform equally in
different settings. Hence, individual accommodation is imperative
(Mack, 2019). A study by Jain and Sharma (2018) found that to carry
out their tasks, visually impaired bank employees require social
support from their superiors, peers, subordinates, and customers.

However, some coworkers dislike it when PWDs are afforded support

and accommodation. Some even consider these as preferential
treatment and become jealous (Mack, 2019). They believe supporting
and enabling PWD employees are forms of special treatment and ind it
unfair for the non-disabled. For them, if those with disabilities are to be
given the aids, then the non-disabled should also receive some form of
accommodation to foster “fairness.” The employers consequently ind
themselves balancing the interests of the non-disabled, which often
results in PWDs still not being given aids and being left to igure things
out on their own (Mack, 2019). These scenarios are usually caused by
coworkers’ lack of understanding and empathy for PWD employees’
needs. This ignorance causes some coworkers to deliberately refuse
to work with PWDs (Narayanan, 2018).

Non-disabled employees may also fear an increase in their workload

if they work with coworkers with disabilities (Lengnick-Hall, 2007;
Lengnick-Hall et al., 2014). Since PWDs are slow in accomplishing
their work, they fear losing rewards, primarily if their performance

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negatively affects their team’s overall outputs. Having employees

with disabilities is also thought to negatively affect the interpersonal
outcomes of non-disabled employees as the latter becomes awkward
and uncomfortable. Some even go so far as to feel guilty when
associating with the PWD employees (Lengnick-Hall et al., 2014).

Many working PWDs do not experience upward mobility in the

company. Often, they are boxed in to ill low-level jobs (Thomson,
2010). They are usually exposed to routine and repetitive tasks with
inadequate training and zero career advancement (Van Niekerk &
Van der Merwe, 2013). Improving PWD employees’ skills is seldom
done by employers due to perceived inancial concerns (Narayanan,
2018). The lack of retraining, retooling, and upskilling diminishes the
chances of a PWDs’ career growth and development (International
Labour Organization, 2016).

Lundberg (2006) found that 21 percent of employees with disabilities

have been discriminated against at least once in the workplace.
In contrast, only ive percent of non-disabled employees were
victimized at least once. Bullying is a typical form of harassment
and discrimination. A UK study discovered that bullying PWDs is
unfortunately commonly done by both supervisors and coworkers
(Milne, 2013) who perceive them as “helpless” (Lengnick-Hall et al.,
2014; Mack, 2019). As cited earlier, some coworkers assume that
employees with disabilities cannot do the same tasks, so they consider
the latter the last resort when seeking assistance. Typical bullying
examples include “teasing” and talking ill of them behind their backs.
Severe forms of bullying and discrimination can be considered “power
tripping” or unfair manipulation resulting in power imbalance, such
as giving PWDs tasks that are dif icult and not within their scope of
work. In this case, PWDs cannot refuse the order (Narayanan, 2018).
“Ableist language” in the workplace is a dominant form of discrimination
and social prejudice against PWDs. Examples of this hurtful language
are phrases like “you did a lame job” or “you’re like a blind leading
another blind” (McNabb, 2019). Joking about a coworker’s disability
verbally or through actions (i.e., hiding or misplacing their stuff
deliberately) is another example of bullying classi ied as “pranks” (Ball,
2015). Name-calling is also prevalent. Instead of their names, they are
hurtfully teased by their disabilities. In the Philippines, for instance,

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they are called duling (crossed-eyed), bulag (blind), pilay (lame),

pipi (mute), bingi (deaf), and taba (obese), to cite a few. Still, another
manifestation of bullying is isolating the victim through snubbing and
deliberate avoidance, including withholding information. The former
scenario of name-calling is an example of a form of social bullying.
On the other hand, snubbing and deliberate avoidance are forms of
“sabotage” (Ball, 2015).

Gender-bias

Gender bias is also commonplace. Mina’s (2013) study shows that only
36 percent of women with disabilities were employed in surveyed
selected cities in Metro Manila and Rosario, Batangas. Between male
and female PWDs, employers are more likely to hire male applicants.
Employed female PWDs hold low positions under poor working
conditions and reduced prospects of promotion. They also earn
less compared to their male counterparts. This gender imbalance
showcases the double jeopardy that women with disabilities face in
the world of employment (International Labour Organization, 2016).
It implies that female PWDs suffer from double discrimination – their
gender and disabilities (Cortes, 2013; Lee et al., 2015; Tabuga, 2010).
A much sadder note is that women with disabilities are prone to
physical and sexual abuse, both in and outside the workplace (Uromi
& Mazagwa, 2014).

Indeed, women with disabilities face unique cultural or personal

challenges brought about by their disabilities and gender (Dean,
2019). Dick-Mosher (2015) found that disability type and gender can
in luence discrimination and employee experiences in the workplace.
For example, women with disabilities who request reasonable
disability accommodations in the company are more likely to be
denied than ired (Dick-Mosher, 2015; Harlan & Robert, 1998).

On the other hand, for men with disabilities working in low grade or
low paid jobs, work limitations and restrictions set by their disabilities
tend to be confronted with termination or being eventually laid off
rather than being denied their work accommodation requests (Dick-
Mosher, 2015).

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Customers’ negative attitudes toward PWDs

There are also instances when company customers are rude to

employees with disabilities. Although these adverse reactions should
be met with patience, there should always be a limitation to such
tolerance, especially when the “abuse line” is crossed (Toporek, 2012).
A UK study states that 28 percent of bullying against employed PWDs
in the UK is from company customers (Milne, 2013). The untoward
attitude of customers against PWDs stems from their perception that
PWDs are second-class citizens who cannot do their jobs well. They
quickly become upset if the service or product they receive is not as
good as those coming from non-disabled workers (Customer Service
Zone, n.d.; Cortes, 2013; Lengnick-Hall et al., 2014).

Some customers are uneasy when dealing with service providers with
disabilities. They show awkwardness, discomfort, and ambivalence;
they even feel guilty (Lengnick-Hall et al., 2014). Some customers
bully and harass employees with disabilities when they do not
get what they want, sometimes despite not being entitled to their
demands. Verbal abuse and aggressive behaviors are typical scenarios
(Customer Service Zone, n.d.). Some even mock PWDs while they are
performing their tasks (American India Foundation, 2014). There
are also instances when customers avoid PWDs because they fear
the possibility of contagion of “disabilities” or “disease” (Lengnick-
Hall et al., 2014). Meanwhile, some customers who are not aware of
the disability of the service provider (i.e., employees with “invisible
disabilities”) act rudely and scold them for not performing “normally”
(i.e., strolling, talking slowly, etc.). Because of the “invisibility of the
disability,” the customers could not easily empathize with the PWD
employee (McNabb, 2019).

Lack of policies meant for PWDs

It is a given that both employment and income of PWDs are affected

proportionately by the severity of their disabilities (American India
Foundation, 2014; United Nations Department of Economic and Social
Affairs, 2018). According to the Disability and Development Report:
Realizing the Sustainable Development Goals by, for, and with persons
with disabilities (2018), unfair compensation and bene its of employed
PWDs are ordinary because of their non-regular nature. Many are

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hired as temporary workers, as seasonal workers, or on a day-to-day

basis only. This situation connotes that many are devoid of formal
employment contracts and lack bene its and social protection (Mina,
2013). Even the wage-employed still receive less than the mean wage
of a full-time non-disabled employee. The Disability and Development
Report (2018) further noted that the self-employed PWDs earn much
less and security of tenure is elusive. Kaye et al. (2011) found that
many employers do not intend to keep employees with disabilities for
an extended period. In times of downsizing, the PWDs are ordinarily
the ones to go irst.

The inclusion of PWDs in the workplace is elusive, as it was

found that most organizations do not have a formal policy on the
employment and integration of PWDs (American India Foundation,
2014). For those that do have it, their corporate culture is far away
from embracing diversity and inclusiveness. There is a disconnect
between their pronouncements and actions. Simple strategies for
embracing diversity are deemed ineffective, as the top management’s
commitment to embracing diversity and inclusiveness is vital. Once
top management commitment is achieved, anti-discriminatory policies
can be strengthened and fully implemented (Chow, 2019).

Lack of PWD unions

Given the many hurdles, PWDs at work essentially need a union

comprised of people of their kind. Their concerns and issues gain
less traction since they do not have solidarity forged by a trade
union. In general, the primary role of trade unions is to promote the
rights of the workers. The association is vital for PWDs as a collective
voice that resonates with concrete action taken by the government
and employer sector. From organizing to collective bargaining and
grievance handling to lobbying at the Congress, the association can
spell a big difference in raising society’s awareness in general. The
union can be an excellent platform to represent the PWDs, ensure that
they have available and decent work and pay, and provide them with
training and career opportunities (Fremlin, n.d.). The union can help
transform PWDs’ contractual status into regular employment. Their
contractual employment situation is a signi icant stumbling block that
hinders them from exercising their rights to form alliances (Philippine
Workers’ and Trade Union Report on the SDGs, 2019).

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Figure 4: Integra ve framework on the challenges

of the PWDs in the world of work
Interven ons Outcomes
Contribu ng Factors:
- Poverty
- Lack of access to quality educa on
- Schools are not ready to cater students Posi ve Outcomes:
with disabili es - Alleviated economic difficul es
- Teachers lack training for handling students Adequate interven on - Equal par cipa on in society
with disabili es
from local and interna onal - Gain proof of full value and capacity
- Lack of knowledge on their rights and
privileges as PWDs movements for PWDs - Higher market value of PWD applicants/
- Lack of confidence to apply for jobs employees
- Social exclusion
- Nega ve family a tude towards
employment
- Poor access to working environment
- Lack of PWD-friendly transport and
facili es
- Discriminatory perspec ve against PWDs
- Nega ve stereotypes of employees against
employees with disabili es
- Nega ve stereotypes of coworkers on Nega ve Outcomes:
employees with disabili es - Reduced labor par cipa on
- Nega ve a tude of customers on employ- Lacking or inadequate
- Scarce employment opport
ees with disabili es interven on from local and
- High unemployment rate
- Lack of PWD unions in organiza ons interna onal movements
- Decrease access on high-income jobs
- Lack of formal policies on the employment for PWDs
- Lower wage than workers with no
and integra on of PWDs in companies
- Commodifica on of labor in the work disability
se ng
- Gender Bias

Trailblazing Organizations

Despite the obstacles, some domestic and foreign irms accept and
employ PWDs. Organizations that often hire PWDs have distinct
HR programs that cater to PWD recruiting, training, and career
possibilities. Some of these groups use ads to encourage other irms
to hire people with disabilities (Mokhtar & Hussain, 2019).

There are just a few contact center businesses in the Business Process
Outsourcing (BPO) sector that are notable for recruiting people with
disabilities. Accenture, for example, embraces people with disabilities
while also creating a workplace that meets their requirements.
They provide facilities, equipment, and gadgets tailored to certain
impairments. Employees with hearing problems, for example, are
out itted with special headphones that connect sound directly to their
ear bones, allowing them to hear the discussion. A Braille keyboard is
available for those with vision dif iculties (Israel, 2019; Montemayor
et al., 2018).

In the manufacturing sector, a local company called Lamoiyan

Corporation aligned its employment practices with PWD laws. This
organization, which produces health products, employs the hearing
impaired in its assembly line and other operations (Palabrica, 2018).

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Other local companies that employ PWDs include the House With
No Steps – an organization that hires wheelchair users, and Goodwill
Industries, which employs persons with a wide range of disabilities,
including those with hearing impairment (Kono, n.d.).

Moreover, Fruitas, De Original Jamaican Pattie Shop, and Juice Bar are
local companies that offer front liner jobs to quali ied deaf employees.
Another dynamic organization that employs PWDs is The Happy
Project. This company started as a project creating a lighthearted and
functional travel pouch, but its mission includes integrating PWDs into
society by welcoming them into their company.

Farrom Café and Dunamai Café carry the advocacy of having PWDs
employees. The former also employs out-of-school youths, while
the second company trains PWD baristas (Himor, 2018). Other well-
known local companies that welcome PWDs are the fast-food chain
Mang Inasal Philippines, Inc., and the pharmaceutical irm Unilab
(Montemayor et al., 2018).

On the other hand, international companies that hire PWDs include

Proctor and Gamble, Ernst and Young, Cisco Systems, S.C. Johnson,
Sodexo, and Apple (Haven, 2016; Mokhtar & Hussain, 2019). Proctor
and Gamble Company manufactures household products, i.e., laundry
soaps, dishwashing liquids, etc. They encourage an inclusive workplace
by offering PWD Employee Groups to nurture and welcome PWDs in
the organization (Haven, 2016; Procter and Gamble, n.d.) Ernst and
Young is a global professional services irm that advocates for equality
in the Workplace of PWDs. They offer disability awareness training
for all their employees. They also provide PWDs training sessions for
career development and telecommuting (EY Americas, 2019). Cisco
Systems is another multinational technology company involved in
designing, manufacturing, and selling networking equipment. They
advocate for an inclusive digital revolution by training PWDs with
the skills needed to ill in jobs at their organization (Yoo, 2017). S.C.
Johnson is a well-known family company responsible for many leading
global household brands. Aside from hiring PWDs, they also promote
PWD inclusion through programs to recruit, hire, and train employees
with a disability (Haven, 2016).

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On the other hand, Sodexo is a global food services and facilities

management corporation well-recognized for furthering PWD rights
in the workplace. They provide training programs for disability
awareness and hiring and fostering retention programs for PWDs
(Gerber, 2020; Haven, 2016). Lastly, Apple, an internationally known
brand that manufactures technological devices, also embraces PWDs
in the workplace. They provide PWDs with a platform for expression
and dignify them through their advertisements. Their campaign is a
very effective way of in luencing the worldview of PWDs since the
media can reach a wider variety of audiences. As a result, people
develop compassion for PWDs, and they are pushed to innovate ways
to improve the quality of life of PWDs (Mokhtar & Hussain, 2019).

Bene its of Employing PWDs

Hiring PWDs is bene icial in many ways.

Overview of the bene its for employers

According to Lengnick-Hall et al. (2014), when employers have

previous positive interactions with PWDs, their employability rises.
Many of them testi ied that these people are brimming with qualities
that may contribute to organizational success. Despite their limits in
doing speci ic jobs, individuals are nonetheless capable of bringing
their entire abilities to the table (Shawy, n.d.). That is why despite
the obstacles and discrimination faced by PWDs, some businesses
continue to recognize the bene its of hiring them. Organizations that
employ PWDs daily have the hearts and minds to improve their well-
being (Kono, n.d.).

Although keeping employees with impairments is costly and may

present some problems, the long-term bene its are well worth it if
well planned and executed (Goyal, 2017; Imperial, 2017). The average
expense for assistance and accommodations is, in essence, outweighed
by the bene its of recruiting PWDs (Owen, 2012). Although some
concessions, such as aiding PWDs in sitting or standing while doing
their task and adjusting their work schedule lexibility may not convert
into monetary costs, they can lower the cost of recruiting through
higher retention rates. These sorts of assistance save expenses

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associated with replacement recruiting and training (International

Labour Organization, 2016). The necessity for additional expenditures
for accident-prone PWDs is likewise unwarranted since PWDs
have better safety records at work than non-disabled counterparts
(International Labour Organization, 2016).

Companies can bene it from the government’s incentives

Government rules and regulations give certain advantages to

businesses that recruit people with disabilities (Palabrica, 2018;
Reddy, n.d.). The state provides certain incentives to private companies
that hire quali ied people with disabilities as regular workers,
apprentices, or learners (Reyes et al., 2011). They bene it from a tax
break, a deduction in their gross income equal to 25 percentof the
amount paid as salaries and wages for PWDs ( ESCAP, 1997). Private
entities that alter their physical facilities to accommodate employees
with disabilities are eligible for an extra deduction from their net
taxable income equal to half of the direct expenses of the upgrades
or changes made.

As previously said, a workplace structure that caters to the demands

of PWD workers enhances their level of happiness. As a result,
increased satisfaction increases productivity and engagement with
coworkers (Leber et al., 2018). Private businesses with at least one
percent of their workforce comprising PWDs are allowed a year-long
“immunity from inspection” by the DOLE (Palabrica, 2018), provided
that particular paperwork and PWD employment veri ication is
presented and certi ied by the latter. Furthermore, the DOH (Reyes
et al., 2011) accredits the disability, skills, and credentials to ensure
that they are it for employment. Local governments are advocating
for the employment of people with disabilities in the private sector.
For instance, since 2015, Quezon City has recommended 314 PWDs
for jobs, with around 21 percent being hired (Montemayor et al.,
2018). Ideally, employment recommendations for people with
disabilities are developed after extensive consultation with vocational
specialists. Professionals in such sectors, however, are still few. Thus,
job counselors ill the void by investigating the possibilities of using
more scienti ic and quantitative approaches to vocational counseling
to guarantee that employment suggestions are matched with the
PWDs’ life objectives, abilities, and traits (Ho et al., 2013).

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Enhancing the company and employer brand

The inclusion of PWDs in the business supply chain is bene icial in

creating a positive employer brand. First, it can attract and retain
valuable customers who prefer companies that abide by national
policies and legislation requiring diversity and inclusion (International
Labour Organization, 2016). Second, those who hire PWDs gain
recognition from the national and international conventions for
PWDs such as the United Nations Convention on the Rights of Persons
with Disabilities and its Optional Protocol and International Labor
Organization Convention (National Federation of the Disabled, 2016;
Reddy, n.d.). With disability issues being one of the focal points in the
UN’s international human rights agenda, it is a big boost for these
organizations’ reputations. Lastly, the recognition serves as a push
to raise PWD awareness (American India Foundation, 2014), which
enhances their corporate image (National Federation of the Disabled,
2016). Firms that gained an excellent corporate image or reputation
by employing PWDs have an edge in lawsuits relative to discrimination
(Reddy, n.d.)

PWDs as role models at work

Contrary to what was mentioned earlier, the Illinois Department of

Commerce and Economic Opportunity (2015) discovered that PWDs
could work excellently with the non-disabled. Many employers
observed that employees with disabilities are hardworking,
dedicated, and loyal (Goyal, 2017; Reddy, n.d.; Thomson, 2010). These
observations are the opposite of the stereotype of PWDs at work.
When provided with available tasks and an inclusive environment,
PWDs can work to their full potential (Müller, 2013). Since most PWDs
ind it challenging to ind jobs, they decide to stay when they do ind
one (Imperial, 2017). They have a smaller chance of willingly leaving
the organization, making them a real asset in hospitality sectors that
experience high employee attrition (American India Foundation, 2014;
Goyal, 2017). They show great appreciation for having jobs such that
they try hard to compensate for their de icits by exerting more effort in
their tasks (National Federation of the Disabled, 2016; Müller, 2013).
Employees with disabilities are also less likely to take advantage
of compensated sick and vacation breaks, saving the organization
money (Reddy, n.d.).Some of the many positive attributes of PWDs are:

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being task-focused and less distracted when working, having lower

absenteeism records, and spending longer tenure in the company
if given the opportunity (Goyal, 2017; Owen, 2012; International
Labour Organization, 2016). While overcoming their limitations,
their capabilities cannot be discounted by employers. They perform
at par or even better than their non-disabled counterparts (Reddy,
n.d.; International Labour Organization, 2016).

Zhu et al. (2019) show that PWD employees thrive much better in their
workplaces when provided with conducive work facilities and a team-
learning climate. When embedded in the organization’s culture, these
two signi icantly contribute to the self-ef icacy of the PWDs (Hashim et
al., 2018; Zhu et al., 2019). Workplace inclusion buffers the potential
adverse effects of disability signi icantly if it is strengthened by a high
team-learning climate (Zhu et al., 2019).

At work, PWDs are very observant and innovative. They aim to learn
continuously; so, they study the world (Guanzon, 2018; Himor, 2018).
Research by Bengisu and Balta (2011) reports that most experts agree
that PWD employees in the hospitality industry can ful ill tasks as
much as employees with no disabilities. They emphasized that as long
as PWDs are professionally knowledgeable and skillfully it for their
functions, they can do what the non-disabled can (Bengisu & Balta,
2011). Further, an inquiry by Guimarães et al. (2018) on workers in
the construction industry reveals that PWD employees have a lower
absenteeism record than the non-disabled. This inding is contrary
to the prevailing prejudice and stereotype against PWDs. As cited
earlier, employed PWDs tend to stay with organizations that hire
them (Lengnick-Hall, 2007). Some critical factors that make them stay
include a person-organization link, job it, and the sacri ices they may
have made while working in the company. Researchers also found no
signi icant correlation between the type of disability and the factors
that in luence them to stay in a company (Hashim et al., 2018).

PWDs have different unique abilities that can be useful to the

organization. For example, a company experiencing inconsistencies in
two coworkers’ time records bene itted from an employee with autism
who had a ixation on time. The autistic attested who was telling the
truth. The autistic was keeping an unof icial log of tardy employees.

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Autistic people, incidentally, have a low propensity for lying, so the

dispute was solved relatively easily (Imperial, 2017). Some PWDs are
very observant and meticulous, such that they pay much attention to
the details of their work. They are also highly devoted to their tasks,
even working longer hours per week than non-disabled employees
(Goyal, 2017) without complaining.

PWDs add to the company’s diversity of thought by bringing

innovations and fresh perspectives to bene it the Workplace (National
Federation of the Disabled, Nepal, 2016; Thomson, 2010). A case that
serves as an excellent example is when some PWD employees shared
their life experiences to help the physical medicine and rehabilitation
residents learn to value and understand the PWDs.

PWDs help their colleagues relate to them better, especially those

who understand their struggles (Montemayor et al., 2018). Since
they are used to life challenges, they are molded to become lexible,
creative, and open-minded (Müller, 2013). These characteristics or
competencies are essential for success in the world of work.

Goya (2017) mentioned that hiring employees with disabilities in

food chains in India helped non-disabled coworkers understand
their customers better, particularly PWDs. The inclusion of PWDs
in the workforce ensures that customer service quality is perfect for
many consumers, including people with different abilities (National
Federation of the Disabled, Nepal, 2016). Additionally, the inclusion
of PWDs also contributes to attaining sales targets and attracting
new and loyal customers sympathetic to PWDs’ situation (Miethlich
& Oldenburg, 2019; National Federation of the Disabled, 2016).

When PWDs are placed in a leadership position, they are likely to

embrace an inclusive work environment that negates the notion of
“otherness” of PWDs outside society (Procknow et al., 2017). PWDs in
leadership positions are highly respected, regarded, recognized, and
accepted in the organization. This scenario signi icantly reduces the
stigma against PWDs (Okech & Kabagombe, 2010).

Indeed, many studies have proven that a lot of PWDs are friendly,
productive workers. This becomes truer if the social context is

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conducive and harmonious (Yan et al., 1993). With a work environment

that enables inclusion and acceptance, PWDs can excel in their ields,
even for high-level and leadership positions (Davis, n.d.; Himor,
2018; Reyes et al., 2011). PWDs positively impact the working
environment (Imperial, 2017; Owen, 2012), as studies have shown
that many non-disabled employees learn to be more understanding
and compassionate. The employees’ bond is strengthened, primarily
when they work together to foster a welcoming environment for their
coworkers with disabilities (Imperial, 2017). They are also found to
promote the retention of valuable employees (including themselves),
increase productivity, and improve workplace morale (Owen, 2012;
International Labour Organization, 2016).

Corporate social responsibility

The movement for equal opportunity and inclusion of PWDs is vital for
developing a country’s social and economic facets. The ILO noted that
the exclusion of PWDs in the mainstream workforce has costs for society,
including the waste of the productive potential of PWDs, the cost of
disability bene its and pensions, and the negative implications on their
families. An estimated 1-7 percent decrease in a country’s GDP may
result from the exclusion of PWDs (International Labour Organization,
2016). This is why in recent years, organizations started to include the
PWD in their corporate social responsibilities (CSR) initiatives.

Having CSR initiatives that focus on PWDs leads to companies carrying

out more actions favoring the PWDs (Segovia-San-Juan et al., 2017).
Hiring PWDs also forms CSR that enhances their image to the external
public (Müller, 2013; Segovia-San-Juan et al., 2017). This improvement
of the corporate image is the primary motivator for Filipino employers
in hiring PWDs, which they consider as “added value” (Cortes, 2013;
Reddy, n.d.; International Labour Organization, 2016).). Their gesture
generates goodwill to consumers and advocates equal employment
opportunity (American India Foundation, 2014). It also resonates well
with the consumers union that supports good corporate governance.
The positive image affects its people, strengthening their pride,
identity, and commitment to the organization (Imperial, 2017; Reddy,
n.d.). Public-driven motivation bene its both the organization and the
PWD employees themselves. A study by Miethlich and Oldenburg

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(2019) found that the successful inclusion of PWDs is a competitive

advantage for companies. It is dif icult for others to follow those who
do not have the luxury of having enough resources to do the same act
(Miethlich & Oldenburg, 2019).

Potential workforce supply and new markets

Hiring highly skilled people who are picky about their employers
is a complex undertaking. If given the opportunity, however, people
with disabilities may effectively offset skill shortages in the war for
quali ied individuals; after all, PWD represent a primarily untapped
pool of potential employees (Miethlich & Oldenburg, 2019). PWDs
can also help open new markets and customer segments (Miethlich &
Oldenburg, 2019; International Labour Organization, 2016); Thomson,
2010). By hiring PWDs, a company’s brands can resonate with the
consumers (Goyal, 2017). Studies have suggested that some consumers
are willing to shift brands to manifest their support to organizations
that hire PWDs (International Labour Organization, 2016).

The average cost of aids and accommodations is, in essence,

overshadowed by the bene its brought by hiring PWDs (Owen,
2012). Although some concessions, such as assisting PWDs in sitting
or standing while performing their work and ixing their work
schedule lexibility do not translate to monetary expenses, they can
reduce hiring costs through better retention rates. These kinds of aids
save expenses related to recruitment and training of replacements
(International Labour Organization, 2016). The need for additional
funds for accident-prone PWDs is also an unfounded belief as PWDs
have better safety records than their non-disabled counterparts at
work (International Labour Organization, 2016).

Summary

PWDs account for around 15 percent of the global population. This

category includes approximately 3.1 percent of the Filipino people.
The fundamental law for PWDs in the Philippines was adopted in
1992 under Republic Act No. 7277, or the Magna Carta for Persons
with Disabilities, and was modi ied in 2007 with Republic Act No.

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9442. The purpose of the instrument is to safeguard and promote the

welfare of PWDs and advance their rehabilitation, self-development,
and self-reliance as they integrate into society and become productive
and valued members of the country. Another regulation for PWDs is
the Accessibility Law, or Batas Pambansa 344, which assures that a
barrier-free environment allows PWDs to enter public and private
buildings and businesses.

PWDs are constantly faced with the problem of obtaining suitable

employment. As a result, the government delegated the authority
to develop and implement policies and programs for their bene it to
several agencies. DOLE, in particular, is the principal agency concerned
with the employment of people with disabilities. Nonetheless, despite
the aforementioned legislative instruments and services in place,
DOLE’s poor and inadequate execution has left many PWDs in a horrible
condition. Both PWDs and non-PWDs are unaware of government
initiatives and assistance. In addition to a lack of understanding, many
individuals have unfavorable views and prejudices regarding persons
with disabilities.

Discrimination remains, and work for those with disabilities is dif icult
to come by. Many companies do not consider hiring people with
disabilities because of the anticipated additional costs of modifying
their facilities and workstations to accommodate them. Despite
several studies demonstrating that people with disabilities are active,
productive, and valued employees, some companies remain skeptical
of their skills. This employer mentality contributes to the enormous
barrier that PWDs confront in the labor market.

Their dif iculty in inding work derives from poverty, which prevents
many of them from receiving a good education. Because of social
isolation, they have less socioeconomic prospects, and their family’s
negative sentiments discourage them from working. Those who do ind
work typically wind up in low-level occupations in a low-wage setting.

On the positive side, a few local and overseas businesses hire PWDs
for a variety of reasons. Some companies just wish to take advantage
of government subsidies. Others regard PWDs as signi icant assets
to their businesses, while others seek to improve their internal and

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external image. These bene its contribute to a positive employer brand

that attracts and keeps consumers, boosting their market share. Some
are intrinsically motivated, which means they are only motivated by a
desire to assist people with disabilities.

Conclusion and Recommendations

In conclusion, although many are willing and capable, PWDs are

still not widely accepted in the labor market. Disability hiring
discrimination makes it exceedingly dif icult for PWDs to ind work.
Unfortunately, rules and regulations governing the rights and welfare
of people with disabilities are not being implemented. For example,
information on the rights and advantages of people with disabilities
is insuf iciently disseminated.

Many private irms still see hiring people with disabilities as a cost
rather than a bene it. Notably, even government institutions do not
strictly adhere to the rules governing the inclusion of PWDs in the
workplace. This is obvious in several government buildings, where there
is an apparent absence of required facilities and upgrades to allow PWDs
access to the premises. Employees with impairments face prejudice
from their bosses, coworkers, and even customers. The combination of
the aforementioned factors leads to a low employment rate for PWDs,
despite demonstrating their ability to do occupations ef iciently.

PWDs should constantly be optimistic, and they should be ambitious

and resilient to keep moving forward despite the odds. They should
emphasize education and constant learning to better their present
craft, and they should always strive to learn something new. They
should stay informed, especially about possibilities, and make the most
of available tools. They should assist and support one another. They
should put forth more effort to get along with their bosses, coworkers,
and customers and strive to win their trust and respect.

Thus, this study recommends the following actions for consideration

by the speci ied actors:

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Figure 5: Integra ve model on the solu ons to the plights of the PWDs
Recommended Solu ons Recommended Solu ons
PWD Ini a ves Business Firms Tasks:
- Imbibe a tude of posi vity, ambi ousness, Iden fied Issues - Inten onally invest on PWDs by hiring them
and resilience
- Promote an organiza onal culture of inclusion
- Con nue to improve their cra PWDs are generally not welcomed
- Help themselves and encourage one another - Ensure that workplaces and facili es are
yet in the world of employment conclusive for workers, especially PWDs
Policy Makers Tasks:
- Review and improve policies to make these Employer Associa ons Tasks:
coherent and integrated There is a deficit in work - Educate members about the plight of PWDs
- Further pass laws on PWD employment opportuni es na onwide and encourage them to hire more PWDs
- Make violators’ sanc ons stricter and s ffer - Encourage members to incorporate projects
aimed at be ering PWDs
NCDA Tasks:
Policies and laws for PWDs’ rights
- Ensure smooth communica on and Trade Unions Tasks:
and welfare lack implementa on
coordina on of policies and programs for - Spearhead and facilitate organiza ons of
PWDs (i.e. using mainstream media) PWDs
- DSWD: fix PWD ID anomalies Establishments don’t firmly - Train them on their employment rights,
adhere to laws for inclusion of privileges, and responsibili es
DepEd, TESDA, and CHE Tasks
PWDs in the workplace - Assist forma on of PWD unions in firms
- Improve curriculum in educa onal ins tu ons
- Embed culture of empathy, respect and
Civil Society Tasks:
concern for PWD learners
Lack of necessary facili es and - Connect local and interna onal PWDs through
- Improve Guidance and Counseling offices
improvements in establishments conferences and empowerment interven ons
LGUs Tasks: - Amass influence through wide-reach
- Monitor and document condi ons of PWDs concerted efforts to tap many sectors
- Use data to improve employment of PWDs PWDs experience discrimina on
- Allot more budget for implementa on of from their superiors, coworkers, Future Research Recommenda ons:
programs and even customers - Study on number and condi ons of all PWDs
in the country
- Survey on correla on of career success and
DOLE Tasks:
PWDs develop low confidence type of disabili es
- Incorporate condi ons of PWDs in the - Study best prac ces on hiring and retaining
workplace in its labor inspec on agenda and decreased mo va on
PWDs
- Regularly conduct jb fairs for PWDs - Study on organizing unions for PWDs

The government should examine all policies about people with

disabilities to create a more coherent and integrated framework. It
should also enact legislation to improve the welfare of people with
disabilities, notably in the area of employment. The government,
for example, can enforce a quota of PWDs in the private sector
employment. Only applicants who can demonstrate that their
infrastructure and facilities can handle the demands of PWDs should
be granted business licenses. The enforcement of the laws should have
more incredible teeth, implying that violations should be harsher and
more severe penalties. The government should have the most effective
compliance with PWD regulations and serve as a private sector model.
Companies’ advantages for employing and keeping people with
disabilities should be increased to attract other irms to do the same.
Government agencies entrusted with promoting the welfare of
PWDs, led by the NCDA, should maintain seamless communication
and coordination among themselves to implement policies and
programs properly. They should be more inventive in using various
communication channels to keep bene iciaries informed of their rights
and privileges. They should direct their messaging to traditional media

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such as television, radio, newspapers, and emerging forms such as

social media (Facebook, Twitter, LinkedIn, and Instagram), email
blasts, text blasts, YouTube, blogs, podcasts, and government agency
websites. The DSWD should also rectify the irregularities in PWD
IDs as quickly as feasible and punish the scalawags. To avoid future
manipulation, it should evaluate the gaps in the issuing policy.

The DepEd, TESDA, and the Commission on Higher Education should

develop broad policies and initiatives to enhance curricula and
instruction in educational institutions. They must work hard to instill
a culture of understanding, respect, and care for PWD students. The
DepEd’s guidance and counseling departments should be reinforced
to review PWD students’ occupational choices thoroughly.

The LGUs, through the PDAO, shall regularly monitor and document
the situation of PWDs in their communities. The data should be
used as a baseline for developing action plans and strategies at local
and national levels. In terms of employment and entrepreneurial
endeavors, the PDAO should collaborate closely with TESDA, DTI,
and the employment sector to train PWDs. In line with this, the PDAO
should properly determine the PWDs’ learning needs. The information
obtained can be used by TESDA and DTI to decide the next steps. The
government should increase funding for existing and new initiatives
for people with disabilities at the national and local levels.

The DOLE should include the working conditions of PWDs in its labor
inspection agenda. Similarly, it should hold employment fairs for
people with disabilities regularly.

When investing in PWDs, businesses should look beyond inancial

motivation. They should strive to hire people with disabilities who
are competent and quali ied for the job. They should provide quality
jobs for PWDs and see hiring PWDs as an additional contribution to
its growth. They should not con ine PWDs to stereotypical positions
but rather give them possibilities for advancement in their careers.
They must foster a company culture that really supports diversity and
inclusion by incorporating these principles into its policies, strategies,
training programs, and tangible actions. They must guarantee that
their workplaces and facilities are accessible to workers, including
those with impairments.

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Employer organizations such as the Employers Confederation of the

Philippines, the Philippine Chamber of Commerce and Industry, and
the People Management Association of the Philippines, to name a
few, should do their part. They should educate their members about
PWDs and encourage them to recruit more people with disabilities in
their various companies. Similarly, they should urge their members
to integrate projects to better the PWD sector’s lot within their CSR.

Trade unions should drive and support the spatial organization of

PWDs and teach them about their work rights, perks, and duties. They
should assist in forming PWD unions at the business level to improve
their working conditions.

Through conferences and empowerment programs, civil society could

connect local PWDs with PWDs worldwide. PWDs’ voices are more likely
to be heard if they are united across boundaries in voicing their concerns
and issues. As a result, they should acquire in luence by a broad and
concentrated effort to reach out to various sections of society.

A comprehensive analysis can be undertaken for future studies to

include the number of PWDs and their different regional situations. A
survey linking job performance with the kind of impairment is worth
investigating since the results may provide vocational counseling.
Another study that academics and trade unionists might undertake
is one that tries to examine establishing unions for PWDs. Other
intriguing themes include best policies and business practices for
employing and retaining PWDs.

The recommendations above are offered to integrate the PWD sector

into mainstream society to encourage increased involvement. They
will have total access to their rights, freedoms and earning respectable
employment in this manner.

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