Beyond quid pro quo: good soldiers and characteristics of their helping behaviours

2022

Self Cite

PurposeThe aim of this article is to extend current debates on organizational equality, diversity and inclusion to a consideration of neurodivergence in the remote workplace context.Design/methodology/approachDrawing on the ability, motivation, and opportunity (AMO) model and an emerging strength-based approach to neurodiversity, this conceptual paper integrates research on neurodiversity at work and remote working to provide a novel AMO model for a neuro-inclusive remote workplace.FindingsThrough a theoretically informed discussion of barriers to effective remote work from the perspective of neurominorities, the AMO model for the neuro-inclusive remote workplace is offered to assist organizations in creating an inclusive remote work environment where both neurominorities and neurotypicals can equally contribute to organizational success. Specific examples of how certain barriers to effective remote work can be mitigated are outlined and explained.Practical implicationsThe conceptual model presented in this paper can assist HR practitioners in developing a comprehensive approach to skill, motivation, and opportunity-enhancing practices that are tailored to the unique needs of neurominorities in a specific context of remote work to generate mutual gains.Originality/valueThe model of interactions between individual and system factors offered enables a better theoretical understanding of the conditions under which high performance of neurodivergent individuals could be achieved with an associated positive impact on their well-being. The paper contributes to recent calls for more equitable and empathetic approaches to investing in employees with different cognitive profiles and does so in the underexplored context of remote work.

Section: Literature Reviewsupporting

confidence: 63%

AMO model for neuro-inclusive remote workplace

2022

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“…Work environment should be also designed in a way that gives neurodivergent individuals feelings of relatedness to maintain motivation. Indeed, caring workplace relationships are known to enhance well-being (Szulc, 2020) and work is portrayed as an opportunity for positive social interaction for neurodivergent employees through day-to-day communication and ad-hoc social events (Hedley et al , 2018), especially in small-group settings (Dreaver et al , 2020). Finally, research emphasised the role of positive reinforcement on the motivation of neurodivergent individuals (Müller et al , 2003).…”

Section: Motivationmentioning

confidence: 99%

AMO perspectives on the well-being of neurodivergent human capital

Davies

Tomczak

et al. 2021

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PurposeExisting management research and management practices frequently overlook the relationship between the above-average human capital of highly functioning neurodivergent employees, their subjective well-being in the workplace and performance outcomes. This paper calls for greater attention to the hidden human capital associated with neurodiversity by mainstreaming implementation of neurodiversity-friendly policies and practices.Design/methodology/approachDrawing on the ability, motivation and opportunity (AMO) framework, this conceptual paper integrates research on employee neurodiversity and well-being to provide a model of HR-systems level and human capital development policies, systems and practices for neurodivergent minorities in the workplace.FindingsThis paper illustrates that workplace neurodiversity, like biodiversity, is a natural phenomenon. For subjective individual psychological and organisational well-being, neurodivergent employees require an empathetic culture and innovative talent management approaches that respect cognitive differences.Practical implicationsThe case is made for neurodivergent human capital development and policy-makers to promote inclusive employment and decent work in a context of relatively high unemployment for neurodivergent individuals.Originality/valueThis paper extends current debates on organisational equality, diversity and inclusion to a consideration of workplace well-being for highly functioning neurodivergent workers. It calls for more equitable and empathetic approaches to investing in employees with neurodevelopmental and cognitive disabilities.

“…Finally, we found that furloughed individuals often considered their skills to be inferior to the skills of their non-furloughed colleagues. This may lead to low self-esteem and confidence problems (Shack et al, 2018 ) which, if not addressed, may influence overall organizational climate by diving the workforce and negatively affecting their relationships (Szulc, 2020 ). Consistently, employers may consider implementing return-to-work interviews where employee's value and contribution to the organization is emphasized.…”

Section: Discussionmentioning

confidence: 99%

Abilities, Motivations, and Opportunities of Furloughed Employees in the Context of Covid-19: Preliminary Evidence From the UK

Smith

2021

Front. Psychol.

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The Covid-19 global pandemic is a crisis like no other, forcing governments to implement prolonged national lockdowns in an effort to limit the spread of the disease. As organizations aim to adapt and remain operational, employers can suspend or reduce work activity for events related to Covid-19 and claim government support to subsidize employee wages. In this way, some employees are placed on furlough (i.e., temporary unemployment) as opposed to being made redundant. While the impact of such schemes on global economy attracted much attention, their micro-level impact on individual employees is still unknown. Building on the ability-motivation-opportunity (AMO) framework, this pilot study explores how employees' perceptions of abilities, motivation, and opportunities are affected as a result of furlough. Rapid ethnography including interviews, observations, and document analysis in a British organization provided insights into the perceptions and experiences of employees put on furlough and highlighted that all three elements of AMO are affected by the current situation, either positively or negatively. We identify theoretical contributions and suggest a number of AMO enhancing practices in the context of furlough.