AMO model for neuro-inclusive remote workplace

Abstract

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.

Toward an understanding of occupational burnout among employees with autism – the Job Demands-Resources theory perspective

“…Another example can be a remote form of work that has become widespread in the face of the COVID-19 pandemic. For many neurodiverse people, this form of work may be highly preferred (Mpofu et al, 2022 ; Szulc, 2022 ) due to autonomy (Gajendran et al, 2015 ) and the possibility of reducing external distractors and stressors (Szulc et al, 2021b ; Tomczak et al, 2022 ). In contrast, some neurotypical employees, in addition to the advantages, may also find remote work burdensome due to limited social contact and isolation (Bartel et al, 2012 ; Ebrahimi et al, 2021 ), which may not be as severe for some of the people with autism.…”

Enabling the Management of Diverse Employees in the Hybrid Work Model: A Qualitative Study

“…Neurodivergent employees believe they can be more productive and experience fewer distractions by working remotely. Likewise, autistic employees can improve their ability by working from home so that they can focus on their work (Szulc, 2022). In the context of these explanations, it should be noted that diverse employees have different, unique abilities and perspectives.…”

Development of a system of motivation for employees of the marketing department of the enterprise for product promotion using tools of informational interaction of virtual space

“…In scientific articles, the problems of developing a system of motivating employees of enterprises to promote goods with the help of information interaction tools of virtual commerce are highlighted in literary sources [1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19] and outline the next directions for research.…”

“…One of the important reasons for adapting to the requirements of modern socio-economic development is that the enterprise needs to take into account the value of the human capital incentive system [14], taking into account the influence of external and internal environmental factors. The factors of the external environment should include globalization processes, the impact of Covid-19 on barriers, the creation of conditions for effective remote work [15]. The factors of the internal environment include the formation of a personnel policy aimed at developing the creative abilities of employees, meeting their personal needs and training during working life, motivation.…”