|3.||A reasonable accommodation is not always the most expensive accommodation.|
|4.||An employee's independence is also important as is not feeling isolated in the workplace.|
|5.||Use an interactive, flexible process involving both the employer and employee in determining reasonable accommodations.|
|6.||There is no acceptable formula for determining if an accommodation would be an undue hardship.|
|7.||An employer may require employees not to pose a threat to the health and safety of themselves and others.|
|8.||HRM professionals can demonstrate a commitment to accommodate workers with disabilities by getting to know the worker, being available for counseling when necessary, being clear and specific about the operations of the job, and inviting the new employee to participate in office activities.|
|9.||Certain examples of reasonable accommodation are explicitly cited in ADA to which many managers were unaccustomed under previously enacted bias laws such as the Rehabilitation Act of 1973 and which many businesses may have a difficult time accepting.|
Americans with Disabilities Act of 1990, §12101, 42 U.S.C. ( 1991).
Architectural and Transportation Barriers Compliance Board. ( 1991, July 26). Americans with Disabilities Act (ADA) Accessibility Guidelines for Buildings and Facilities; Final Guidelines. Federal Register 36 CFR Part 1191 (vol. 56, no. 144, pp. 35408-35723). Washington, DC: U.S. Government Printing Office.
Commerce Clearing House, Business Law Editors (Eds.). ( 1992). Accommodating disabilities. Chicago: Author.
Prosser W. L., Wade J. W., & Schwartz V. E. ( 1992). Torts: Cases and materials. New York: The Foundation Press, Inc.