Abstract
Thirty employees at Pizza Hut were observed to examine the effects of three training strategies on social integration. These training strategies represented: (a) the traditional job coach model, (b) a mentoring model, and (c) the use of management and coworkers to train new employees without disabilities. This research found that employees with severe disabilities trained using the mentor model had more interactions with nondisabled coworkers than those trained using the job coach model. The data also indicate that the nondisabled comparison group had more interactions than either the job coach or mentoring groups, and that the types of interactions did not vary among the three groups.
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