Implications for HRD Practice and Impact in the COVID-19 Era

Davies, Julie

doi:10.1177/1534484320977426

Cited by 8 publications

(6 citation statements)

References 18 publications

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“…Such difficulties that neuro-minorities face may be further exacerbated in light of the COVID-19 crisis. More specifically, recent changes to working patterns and new modes of communication (Davies, 2020) may have a negative impact on job experience (Kelly and Senior, 2021) and may be particularly difficult to navigate and manage for individuals who experience difficulties with adapting to change (Annabi et al , 2019). In light of these challenges, we call to move away from employment perspectives that view diversity as “the problem” and instead we suggest that the problem lies in inappropriate management of diversity (see also Härtel and Fujimoto, 2015).…”

Section: Human Capital and Neurodiversitymentioning

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: Human Capital and Neurodiversitymentioning

confidence: 99%

AMO perspectives on the well-being of neurodivergent human capital

Szulc

Davies

Tomczak

et al. 2021

Self Cite

View full text Add to dashboard Cite

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“…This research extends the scope of wellestablished models such as JD-R theory in different contexts. Importantly, work engagement matters within the context of human resource development and the UN's sustainable development goals for good health, well-being and decent work in a (post)pandemic world(Davies, 2020).…”

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confidence: 99%

Religiosity and work engagement: Workload as a moderator

2021

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Based on job demands-resources (JD-R) theory, this study examines the relationship between religiosity-from an Islamic lens-and work engagement, and the moderating role of workload on the relationship between these constructs. The results of a survey of 381 Muslim employees in Jordanian telecoms reveal that religiosity is positively related to work engagement. The findings also illustrate the importance of differentiating between challenge and hindrance demands in stressful contexts where workload influences the benefits of religiosity for work engagement.This study highlights the applicability of JD-R theory and extends the theoretical framework by examining the relationship between religiosity and work engagement.It contributes to work engagement literature by introducing religiosity as a personal resource which enhances work engagement and improves well-being.

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“…Theoretically, the reported research contributed toward the existing lacuna of knowledge on the factors that influence employee perceptions of their abilities, motivations, and opportunities as a result of furlough and in the times of uncertainty (Davies, 2020 ). More specifically, existing limited research in this area focused on unpaid mandatory furlough of varied duration and more ad-hoc nature to combat the effects of global financial crisis (Halbesleben et al, 2013 ; Lee and Sanders, 2013 ).…”

Section: Discussionmentioning

confidence: 99%

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

Szulc

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.

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Implications for HRD Practice and Impact in the COVID-19 Era

Cited by 8 publications

References 18 publications

AMO perspectives on the well-being of neurodivergent human capital

AMO perspectives on the well-being of neurodivergent human capital

Religiosity and work engagement: Workload as a moderator

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

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