Employment Practices with People with Autism Spectrum Disorder in the Digital Age

Mpofu, Elias; Tansey, Timothy N.; Mpofu, Ngonidzashe; Tu, Wei-Mo; Li, Qiwei

doi:10.1007/978-3-030-28180-9_15

Cited by 9 publications

(3 citation statements)

References 55 publications

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“…HR may further consider how digitized technologies can assist them with the development of a remote form of work which gained importance in light of the COVID-19 pandemics. For instance, research suggests that the use of virtual reality within the workplace context provides a predictable and stable environment (Mpofu et al , 2019) which is so much needed for neurodivergent individuals and can serve as a vocational support device.…”

Section: Opportunitiesmentioning

confidence: 99%

AMO perspectives on the well-being of neurodivergent human capital

Szulc

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.

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Section: Opportunitiesmentioning

confidence: 99%

AMO perspectives on the well-being of neurodivergent human capital

Szulc

Davies

Tomczak

et al. 2021

View full text Add to dashboard Cite

show abstract

“…In some contexts, providing a mentor may be an effective strategy, particularly when direct monitoring by a supervisor is not possible [ 44 ]. Supervision and assistance by coworkers or managerial staff can be achieved using computer software or mobile devices [ 7 , 43 , 45 ]. If properly executed, this can be a benefit to overall work efficiency, assuming that supervisors are properly trained in the needs of employees on the autism spectrum with a shift to virtual employment.…”

Section: Discussionmentioning

confidence: 99%

Remote Work Support Needs of Employees with Autism Spectrum Disorder in Poland: Perspectives of Individuals with Autism and Their Coworkers

Tomczak

Mpofu

Hutson

2022

IJERPH

Self Cite

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Background and Aims: With remote work becoming more common across industries, employees with autism may experience different work support needs from neurotypical peers. However, the specific remote work needs of this group of employees are underexplored in the literature. We aim to propose ways to assess workplace digital adaptation needs for individuals with autism and a framework for communicating these needs to employers. Methods: This qualitative study included interviews with 13 Polish business professionals, including coworkers and/or supervisors of employees with autism (n = 9) and female employees with autism (n = 4), about their remote work support needs. Participants responded to semi-structured interview questions identifying advantages and risk factors associated with remote work for this specific group of employees. Results: Participants reported advantages of remote work, such as limiting sensory overload and intensive interpersonal contacts, indirect interpersonal communications, flexible work hours, and eliminating the need to travel to work. Participants also reported challenges of remote work, such as reducing wanted or helpful social contacts, engaging in direct electronic communications, limiting opportunities to learn from other employees, and managing work–life balance. Conclusion: These findings suggest a need for an autism-inclusive digitalized remote work design customized to the unique needs of employees on the autism spectrum. Business managers would be key partners in the design of autism-inclusive digitalized remote work systems. Additional research is needed with larger and more diverse samples of employees with autism.

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“…The digital transformation is determined by technological change and the way people, in the context of the workspace, begin to interact with objects and other people, and also by the relationships between products, their connections, and their control [ 42 ].…”

Section: Background Of Literaturementioning

confidence: 99%

Framework for the Development of Affective and Smart Manufacturing Systems Using Sensorised Surrogate Models

Ávila-Gutiérrez

Aguayo-González

Lama-Ruiz

2021

Sensors

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Human Factor strategy and management have been affected by the incorporation of Key Enabling Technologies (KETs) of industry 4.0, whereby operator 4.0 has been configured to address the wide variety of cooperative activities and to support skills that operate in VUCA (volatile, uncertain, complex, and ambiguous) environments under the interaction with ubiquitous interfaces on real and virtual hybrid environments of cyber-physical systems. Current human Competences-Capacities that are supported by the technological enablers could result in a radically disempowered human factor. This means that in the processes of optimization and improvement of manufacturing systems from industry 4.0 to industry 5.0, it would be necessary to establish strategies for the empowerment of the human factor, which constitute symbiotic and co-evolutionary socio-technical systems through talent, sustainability, and innovation. This paper establishes a new framework for the design and development of occupational environments 5.0 for the inclusion of singularized operators 4.0, such as individuals with special capacities and talents. A case study for workers and their inclusion in employment is proposed. This model integrates intelligent and inclusive digital solutions in the current workspaces of organizations under digital transformation.

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Employment Practices with People with Autism Spectrum Disorder in the Digital Age

Cited by 9 publications

References 55 publications

AMO perspectives on the well-being of neurodivergent human capital

AMO perspectives on the well-being of neurodivergent human capital

Remote Work Support Needs of Employees with Autism Spectrum Disorder in Poland: Perspectives of Individuals with Autism and Their Coworkers

Framework for the Development of Affective and Smart Manufacturing Systems Using Sensorised Surrogate Models

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