DISABILITY INCLUSION POLICIES AND WORKPLACE ENGAGEMENT IN OIL AND GAS COMPANIES IN RIVERS STATE, NIGERIA: AN EMPIRICAL STUDY

Abstract

This study employed a cross-sectional survey design to examine the relationship between disability inclusion policies and workplace engagement among senior managers in oil and gas companies operating in Rivers State, Nigeria. From a target population of 295 registered oil and gas companies, fifteen (15) were purposively selected based on operational longevity and workforce size. A sample of 114 managers was determined using Taro Yamane’s formula, and 102 valid responses were obtained, representing an 89.5% response rate. Data were collected using structured questionnaires assessing workplace accessibility, recruitment practices, and workplace engagement via a five-point Likert scale. Pearson’s product-moment correlation coefficient was used to analyze relationships between variables at a 0.05 significance level. Findings revealed a moderate positive and statistically significant relationship between workplace accessibility and workplace engagement (r = 0.400, p < 0.001), indicating that improved physical and technological accessibility enhances employee engagement. Similarly, recruitment practices demonstrated a moderate positive correlation with workplace engagement (r = 0.307, p = 0.002), suggesting that inclusive, bias-free recruitment strategies contribute to higher levels of employee psychological investment. These results align with the Social Model of Disability and the Job Demands-Resources model, underscoring the role of inclusive organizational resources in fostering employee commitment. The study concludes that disability inclusion policies, particularly accessible work environments and equitable recruitment processes, are vital for promoting workplace engagement in the oil and gas sector. Implications for human resource management include prioritizing infrastructural accessibility, institutionalizing inclusive hiring practices, and fostering disability awareness to enhance organizational performance and corporate social responsibility.