184 Chapter 6 found that employees needed compliments and appreciation from their supervisors for the work tasks they performed, while they also liked to receive compliments and appreciation from their colleagues in similar occupations (31). This increases the feeling of being valued, which can lead to higher job satisfaction (31, 32). Receiving more compliments and appreciation from supervisors, but also from colleagues, could therefore increase sustainable employability of employees with a work disability. Strengths and limitations Several strengths and limitations were identified in this study. A strength of this study was that the interviews took place in different types of industries, resulting in a sample of employees from different occupations. In addition, employees had various work disabilities and there was a wide age range. The variation in industries, occupations, work disabilities, and the broad age range increased the generalizability of the results. However, due to using convenience sampling, our sample is not necessarily representative for the group of employees with work disability. Moreover, employees were recruited by their supervisors and interviews were conducted at the workplace. Despite the actions we have taken to ensure that employees felt comfortable to be fully transparent about their thoughts and feelings, there is a possibility they may not have felt comfortable to talk openly about the guidance. Another limitation is that it was difficult to interview employees about their work and guidance, because sometimes the questions were not understood by employees, the answers were short or unclear and the question for clarification or underlying reasons of an answer could not always be answered. Moreover, transcripts were not returned to the employees and no member check too place. To increase the credibility of the results we conducted the data-collection and data-analysis with multiple researchers. Another strength of this study is that the interviews were conducted at least 3 months after supervisors completed the Mentorwijs training. We used this time frame to be more assured that changes have taken place in the guidance of employees due to the Mentorwijs training. However, supervisors may need more time to change the guidance of employees with a work disability. Also, due to the qualitative study design, changes are not necessarily causally linked with the Mentorwijs training. For example, behavioral changes may also be caused by changes in the organization’s broader climate and culture. To determine a causal relationship between the training and changes in the guidance other, more quantitative controlled, study designs are needed in future research. Employees also found it difficult to notice changes due to the Mentorwijs training. During the interviews it became clear that some employees were not even aware that their supervisor had completed the Mentorwijs training and others had not been employed long enough to notice a clear difference between the guidance before and after the training. Besides, it remains the question whether employees
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