Difficulties with interpersonal communication experienced by individuals with autism spectrum disorders (ASD) significantly contribute to their underrepresentation in the workforce as well as problems experienced while in employment. Consistently, it is vital to understand how communication within the employment cycle of this group can be improved. This study aims to identify and analyze the possibilities of modifying the communication processes around recruitment, selection, onboarding, and job retention to address the specific characteristics and needs of the representatives of this group. This qualitative study is based on 15 in-depth interviews conducted with 21 field experts, i.e.,: therapists, job trainers, and entrepreneurs employing people with ASD. The findings of this research informed the creation of an inclusive communication model supporting the employment cycle of individuals with ASD. The most important recommendations within the model that was created include the modification of job advertisements, use of less structured job interviews, providing opportunities for mentorship, and supportive and non-direct, electronically mediated communication. To apply the above-mentioned solutions and take full advantage of the talents of people with ASD, it is also necessary to provide tailored sensitivity and awareness training programs for their direct addressees as well as their neurotypical colleagues, including managerial staff.

PurposeThe rich qualitative study builds on 11 semi-structured interviews with nine neurodivergent employees and two business professionals supportive of neurodiversity to understand the lived experiences of dealing with crisis in a remote working environment.Design/methodology/approachThe purpose of the reported research is to understand how neurominorities experience remote working in the times of crisis and what the implications of this are for human resource (HR) professionals.FindingsMoving to remote work resulted in a lack of routine, distractions and working long hours, which can all be difficult for line managers to monitor. Further problems with communication in a virtual environment and lack of understanding by others were found to be particularly burdensome to neurodivergent individuals. On the positive note, remote working in the times of crisis allowed for avoiding sensory overwhelm and was seen as an important step in creating a healthy work–life balance (WLB).Practical implicationsThe findings of this study point HR practitioners' attention towards building a more neurodiversity friendly post-pandemic workplace and prompt employers to offer working arrangements, which better suit employees' domestic and personal circumstances.Originality/valueThis study addresses the lack of research on the impact of the Covid-19 crisis on neurominorities. In doing so, it answers recent calls to move away from universal HR as a route to positive employee outcomes and facilitates a more accurate reflection of organizational reality for disadvantaged members of society.

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.

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.

PurposeGood soldiers are people who engage in citizenship behaviors “to do good” instead of “to look good”. The purpose of this article is to explore the motivations behind and the specific characteristics of behaviours of the good soldiers in the context of work using social exchange theory (SET) as a theoretical framework.Design/methodology/approach A total of 47 dyadic interviews with 94 individuals from three organisations where good soldiers are most likely to be observed were conducted.FindingsData analysis revealed that good soldiers are driven by concern for others and generalised reciprocity, but not by expectations of self-benefits. Their actions were further found to be discretionary, reactive and proactive and associated with different levels of self-sacrifice.Practical implicationsThe findings of this study point human resources (HR) practitioners' attention towards qualitatively unique acts of good soldiers. An assumption is made that awareness of such behaviours can help organisations to stimulate individual self-motivation, so that the quality of helping behaviours could be improved.Originality/valueArguing for a fundamental rethink of the psychological foundations underpinning helpful behaviours, this paper departs from predominantly individualistic view on work motivation and reinforces the other-oriented, altruistic dimension of SET. In doing so, it addresses the lack of conceptual and theoretical clarity on differently motivated helping and extends the existing limited research evidence in this area. It further addresses a need for a comprehensive understanding of other-oriented behaviours and accounts for vital – yet neglected – features of such acts.

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.

In this paper, we draw on our subjective experiences as two female early‐career academics during the global COVID‐19 pandemic. While we acknowledge that the pandemic had negative implications for many female scholars due to compulsory telework or increased family responsibilities, we also want to shed light on the empowering experiences shaped by collegial support that became an important part of our pandemic story. We build on the theory of liminality to explain how the events triggered by the pandemic allowed us to break out of our uncomfortable occupational limbo (i.e., feeling “locked‐in” to the identity of a foreign‐born PhD graduate) and, through creating a kind of equality, resulted in some unique opportunities and challenges. During these difficult times, shaped by an increasing fear of us or our family catching COVID‐19, we embarked on a betwixt‐and‐between state that allowed us to grow as academics as a part of a collective.

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