An exploratory study of benefits and challenges of neurodivergent employees: roles of knowing neurodivergents and neurodiversity practices

Ali, Muhammad; Grabarski, Mirit K.; Baker, Marzena

doi:10.1108/edi-03-2023-0092

Cited by 6 publications

(2 citation statements)

References 87 publications

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“…Tomczak, 2022;Krzeminska and Hawse, 2020) and (4) advantages and disadvantages of neurodivergent employment (e.g. Ali et al, 2023;Austin, 2018;Krzeminska et al, 2019). Many studies employ stigma theory, describing barriers to employment and inclusion (Priscott and Allen, 2021;Remington and Pellicano, 2019).…”

Section: Introductionmentioning

confidence: 99%

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The influence of neurodiversity management on affective commitment and turnover intention: the role of neurodiversity awareness

Ali,

Grabarski,

Baker

2024

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PurposeIn the wake of labor shortages in the retail industry, there is value in highlighting a business case for employing neurodivergent individuals. Drawing on signaling theory, this study explores whether perceived neurodiversity management (neurodiversity policies and adjustments) helps enhance neurodiversity awareness and affective commitment and whether affective commitment leads to lower turnover intention.Design/methodology/approachA cursory content analysis of publicly available documents of randomly selected four retail organizations was undertaken, which was followed by an online survey of the Australian retail workforce, leading to 502 responses from supervisors and employees.FindingsThe content analysis shows that retail organizations barely acknowledge neurodiversity. The findings of the main study indicate that neurodiversity policies are positively associated with both neurodiversity awareness and affective commitment, while adjustments were positively linked to affective commitment. Moreover, affective commitment was negatively associated with turnover intention. Affective commitment also mediated the negative effects of neurodiversity policies and adjustments on turnover intention.Originality/valueThis study supports, extends and refines signaling theory and social exchange theory. It addresses knowledge gaps about the perceptions of co-workers and supervisors in regard to neurodiversity management. It provides unprecedented evidence for a business case for the positive attitudinal outcomes of neurodiversity policies and adjustments. The findings can help managers manage neurodiversity for positive attitudinal outcomes.

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Section: Introductionmentioning

confidence: 99%

“…Tomczak, 2022; Krzeminska and Hawse, 2020) and (4) advantages and disadvantages of neurodivergent employment (e.g. Ali et al. , 2023; Austin, 2018; Krzeminska et al.…”

Section: Introductionmentioning

confidence: 99%

The influence of neurodiversity management on affective commitment and turnover intention: the role of neurodiversity awareness

Ali,

Grabarski,

Baker

2024

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Neurodiversity and inclusive social value management practices

Ratten

2024

Journal of Management & Organization

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The neurodiversity movement takes a societal view of individual differences by suggesting that people should be respected and not necessarily medically treated based on personal attributes. This commentary article discusses how human differences in intellectual capacities should be considered as another form of diversity with the requirement for medical intervention needing to be considered in terms of overall social change. As a significant portion of the overall workforce could be considered as people with some form of neurological disability this article analyses how co-creation processes occur meaning neurodiverse individuals should be accepted in society regardless of their differences. This article contributes to societal discussions around managing diversity as in society the socio-demographic categories such as age and gender are well established, but newer categories such as neurodiversity are required.

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Commentary on Satuzzi et al.’s Impact of Response Options on Formal Disclosure Rates for Disabilities in Organizations

Koehler

2024

Group & Organization Management

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The following commentary offered an overview of the article “Impact of Response Options on Formal Disclosure Rates for Disabilities in Organizations”, noting that the authors identified several workplace opportunities for inclusion related to disabled workers, yet more remains to be explored. Namely, there is no standard metric for disability identification. As noted in other current works, individuals choose to identify or not as disabled, based on their definition or experiences of opportunity and challenge as related to their “disability”. The commentary identified the AMO framework and asset model as areas still to be studied as they relate to self-reporting of disability in the workplace. Additionally, the article inspires further conversation regarding neuroatypicality in the workplace and how the broad population of diagnosed and undiagnosed neurodivergent individuals are also influenced by disclosure in the workplace.

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An exploratory study of benefits and challenges of neurodivergent employees: roles of knowing neurodivergents and neurodiversity practices

Cited by 6 publications

References 87 publications

The influence of neurodiversity management on affective commitment and turnover intention: the role of neurodiversity awareness

The influence of neurodiversity management on affective commitment and turnover intention: the role of neurodiversity awareness

Neurodiversity and inclusive social value management practices

Commentary on Satuzzi et al.’s Impact of Response Options on Formal Disclosure Rates for Disabilities in Organizations

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