Human Resource Management特刊征稿 | 工作中的神经多样性

期刊介绍

Edited by: Howard J. Klein and Fang Lee Cooke

Human Resource Management is the premier academic journal focusing solely on the study of Human Resource Management (HRM). It has strong global recognition and readership and is filled with conceptual and empirical articles that uniquely advance the academic literature and have clear practical implications. We accept cutting-edge research and thought leadership on micro-, macro-, or multi-level phenomena relating to all HRM topics and issues and utilizing the full range of perspectives and methodologies.

Special Issue on Neurodiversity at Work: Challenges and Opportunities for Human Resource Management

Guest Editor

Sophie Hennekam (Audencia Business School, Nantes, France; [e-mail])

Sabrina Volpone (Leeds School of Business, University of Colorado Boulder, Colorado, USA; [e-mail])

Alison Pullen (Macquarie University Business School, Sydney, Australia; [e-mail])

Rationale and objectives

Neurodiversity is an umbrella term that includes a range of neuro-cognitive developmental conditions (Singer, 1999) such as Autism-Spectrum Disorders (ASD), Attention Deficit and Hyperactivity Disorder (ADHD), Dyslexia, Dysgraphia, Dyspraxia, Dyscalculia and Tourette Syndrome. It has been estimated that around 15% to 20% of the population worldwide are neurodiverse (Doyle, 2020). This Special Issue aims to understand the workplace experiences of neurodiverse individuals, such as the ways they navigate their careers and workplace relations, ableist norms and stigma. The implications of neurodiversity for organizations concerns direct people management through human resource functions and practices, as well as the broader implications for questioning existing Human Resource Management (HRM) practices which pose challenges for neurodiverse employees.

To date, the popular press has emphasized the talents of neurodiverse individuals and the competitive advantage that a neurodiverse workforce can bring to organizations (Austin & Pisano, 2017; Comaford, 2017; Moeller et al., 2021). However, the specific challenges and strengths related to the neurodiversity experience is poorly understood in the context of work (Beatty et al., 2019; Doyle & McDowall, 2021). Of the research that does exist, neurodiverse individuals can face challenges as they navigate employment (De Beer et al., 2014; Howlin, 2013). For example, exhibitions of neurodiverse conditions are regularly attributed to one’s personality rather than one’s condition (Bury et al., 2021). Consequently, neurodivergent applicants and employees are often perceived negatively by others (Canu et al., 2008; Cox et al., 2019; Deacon et al., 2020), leading to negative stereotypes and discrimination. These negative perceptions can form barriers to obtaining and maintaining employment and hinder career progression (Patton, 2019) and negatively influences their well-being at work (Szulc et al., 2021). Encouraging greater academic attention to this growing population will lead to theoretical and practical implications that are valuable for scholars and organizations alike, especially in understanding the organizational needs of neurodiverse individuals and by developing inclusive HRM practices to support well-being at work and advance career development.

Currently, there is dearth of studies on neurodiverse employees, entrepreneurs and unemployed workers (Beatty et al., 2019; Doyle & McDowall, 2021). Of the studies that do exist, most have focused on disabled individuals as a group, failing to acknowledge the different experiences of neurodiverse individuals that constitute a heterogeneous population. Moreover, much of the research on neurodiverse individuals has been conducted outside the field of organizational studies and management, and as a result, has not been examined through organizational theories and models. Overall, scholars need to better understand the work experiences of neurodiverse individuals as well as the factors that play a role in these experiences through developing a strong foundation of empirical, theory-driven research for scholars and practitioners. Insights in the way co-workers, managers, and workplaces in general can best include and support neurodiverse individuals is needed.

Potential Theoretical and Practical Contributions

HRM plays an important role in the workplace experiences of neurodiverse individuals and the way neurodiversity is managed.

First, recruitment processes, little is known about the transition from school-to-work for neurodiverse people. Such insight would illuminate how HR can best support such transitions during recruitment, a period when neurodiverse individuals may be moving from the sheltered school environments to the mainstream, competitive sector. Although it has been found that neurodiverse workers bring unique skills to the workplace, they are often screened out in the early stages of the recruitment process (Cooper et al., 2018). Relatedly, the employment of neurodiverse individuals presents an important untapped talent pool for organizations. Generally, this population suffers from extremely high unemployment rates despite their strong willingness and ability to work. During hiring, research has shown that job interviews disadvantage some neurodiverse candidates such as individuals with ASD (Cooper et al., 2018), however it is less well-known whether other interviewing techniques would lead to more inclusive outcomes. Certainly, HR policies and practices often disadvantage neurodiverse employees in the selection process.

Second, training and development, research shows that the workplace experiences of neurodiverse workers often include discrimination and mistreatment (Härtel et al., 2019). These findings are relevant to HR professionals who can provide training to change managers’ and co-workers’ beliefs about neurodiversity, to improve inclusion and support to facilitate the working lives of neurodiverse employees so that they can fulfill the demands of their job and develop their careers (Zhu et al., 2019).

Third, compliance, researchers do not know whether policies and practices that have been found to be effective for disabled individuals more broadly apply to neurodiverse individuals. For example, quiet workspaces, noise-cancelling headphones, the possibility to work from home, flexible work arrangements or visual support are HR practices that could be especially relevant to neurodiverse employees. Additionally, various forms of support such as assistive technology might be especially relevant to neurodiverse individuals across the HR lifecycle. Assistive technology includes scanning software, hand reading pens and spell checkers for individuals with dyslexia or dictation and word prediction software for individuals with dysgraphia.

Fourth, retention, neurodiverse individuals are not only more likely to face periods of unemployment and therefore move in and out of the labor market, but they also change jobs more often. There is a dearth of research on these transitions and its implications for HRM. More research is needed on the role of managers and co-workers of neurodiverse individuals as they relate to the retention of neurodiverse employees. Finally, insights on work-related issues such as the career decision-making of neurodiverse individuals are needed. Are neurodiverse individuals overrepresented in particular sectors? Why do many neurodiverse individuals become self-employed? What about sheltered employment forms and social enterprises (Roumpi et al., 2020)? These are important questions as it will shed light on what neurodiverse individuals are looking for from workplaces and therefore how HRM can provide adaptive and inclusive workplaces that aids retention and offers development and career opportunities.

Key Themes of the Special Issue

This Human Resource Management special issue welcomes high-quality research that aids the understanding of the lived experiences of neurodiverse individuals as well as the dynamics, antecedents and outcomes associated with neurodiversity in the context of work. An enhanced understanding of neurodiversity in the context of work will add to the literature on diversity, equality, and inclusion in the workplace through HRM and highlights the HRM functions of recruitment, selection, training/development, compliance, retention.

This Special Issue calls for submissions that report practice-based research and empirical studies, as well as conceptual articles that enhance the understanding of neurodiversity in the context of work. The issue welcomes global research that attends to geographical differences in the legal, social, and cultural environment that can influence the management of neurodiversity in the workplace.

Specifically, this special issue seeks papers that draw on seminal theories and concepts in the areas of diversity and inclusion to create new knowledge on the experiences of neurodiversity and the role of Human Resource Management. We welcome a range of theoretical insights and empirical approaches. The issue aspires to be relevant to a broad audience and encourages interdisciplinary collaborations and perspectives, multilevel studies, and participative research with the neurodiverse community. The issue encourages submissions from neurodiverse authors.

We invite manuscripts that address, but are not restricted to, the following questions:

• How should neurodiversity be conceptualized within organizations? Which conditions could be included and excluded? How is neurodiversity different from mental illness, disability, and cognitive human differences more broadly and how does this impact human resource management?

• What is it like to be neurodiverse in an ableist norm workplace? What unique opportunities and challenges do neurodiverse employees face in workplaces?

• How does neurodiversity affect HRM functions such as performance management, selection, recruitment, on-boarding and career development?

• What are the roles of organizational culture, co-workers, managers, and diversity policies in shaping the workplace experiences of retention for neurodiverse individuals?

• What HRM policies or practices can organizations develop or enhance to create a work climate that is inclusive of neurodiverse stakeholders?

• Do policies and practices that have been found to be effective for disability more generally apply to neurodiversity?

• Can Universal Design principles make HRM processes more inclusive?

• How can the specific needs of neurodiversity be best accommodated? What is the role of Individual Placement Support (IPS)?

• What can HRM learn from a strength-based perspective? What makes neurodiverse individuals thrive? How can individuals and HRM managers capitalize on these strengths?

• What is the role of factors on individual-, organizational- and societal-level as well as the way they interact and intersect on the experiences of neurodiverse individuals at work?

• How do neurodiverse individuals experience the school-to-work transition as well as transition from and to the labor market for example after periods of unemployment or from the school environment to the mainstream sector?

• What are the relationships between organizational and personal supports for neurodiverse people? Is this formal HRM support or informal workplace support?

• What function does allyship have?

• What is the role of assistive technology in making the workplace more inclusive? How does this shape the experiences and perceived impairments of neurodiverse individuals?

• What type of work do neurodiverse individuals do? Are there patterns between neurodiversity and entrepreneurship and sheltered employment?

• How does context, such as cultural and social norms and legislation influence the position of neurodiverse individuals in labour markets globally?

• How, when, to whom and under what circumstances do neurodiverse individuals disclose their conditions at work? What are their motivations and what are the outcomes? How do individuals navigate the workplace as they conceal their difference?

• What is the relationship between equality, diversity and inclusion research and the experiences of neurodiverse individuals?

• Do neurodiverse workforces enhance creativity/innovation? What are the benefits of hiring neurodiverse employees in your workforce?

• What insights can be gleaned from the experiences of neurodiverse individuals regarding ableist norms?

• How do self-identities of neurodiverse people intersect with other personal and social identities, such as ethnicity, sexuality, ability, gender, age and class to impact their workplace experiences?

• How do different stakeholders challenge ableist workplace norms? What are the ethical implications of these challenges?

• What can HRM learn from practice-based research?

• How can HRM foster diversity of neurodiverse employees and stakeholders? How can research enable addressing issues of exclusion and inclusion? Can neurodiversity challenge the concept and practice of ‘inclusion’ or ‘being included’? How could thinking differently about inclusion change the ways we think about HRM in theory and practice?

Submission Process

Authors can submit papers between 1^st – 31^st October 2023 to Human Resource Management for review. Details on the manuscript submission process will be made available nearer to the submission period. Papers should be prepared and submitted according to the journal's guidelines:

https://onlinelibrary.wiley.com/page/journal/1099050x/homepage/forauthors.html

All papers will be subject to the same double-blind peer review process as regular issues of Human Resource Management.

If you have questions about a potential submission, please contact Professor Sophie Hennekam via [e-mail].

Submission window: 1^st-31^st October 2023

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