AMO perspectives on the well-being of neurodivergent human capital

Abstract

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.

HRM and Employee Significant Behavior: Explaining the Black Box through AMO Theory

“…Therefore, AMO is appropriate for this study as the main focus is to explore employees' perspectives. In addition, it is in line with the AMO concepts' application to exposing individual-level ability and motivation and system-level opportunities that also apply to assess individual understanding of the practices (Szulc et al, 2021).…”

Identifying the determinants of individual scientific performance: A perspective focused on AMO theory

“…AMO theory offers a better understanding of this phenomenon and of the interrelationships between researchers' abilities (academic human capital), motivation, and opportunities. It is worth noting that, despite the evident contextual differences, researchers seem to respond to concerns in ways that are similar to workers in different organizational contexts (Szulc, Davies, Tomczak & McGregor, 2021;Szulc & Smith, 2021). Academic researchers, like other workers, develop a series of abilities and motivations that allow them to achieve certain returns in their jobs.…”

Career shock of hotel employees and their individual resilience: an exploratory study

“…The three dimensions of the AMO theory are key indicators for sustainable careers and individual resilience as employees must have the "ability", "motivation" and "opportunities", as personal and job resources, to advance in their careers and to maintain resilience in face of career shocks (Brunetto et al, 2022;Pak et al, 2021). AMO theory is used extensively as a lens to understand various human resource management issues (Van Beurden, et al, 2021;Szulc et al, 2021;Mousa et al, 2021aMousa et al, , 2021Mousa et al, 2020) and organizational outcomes (Karman, 2020;Obeidat et al, 2016;Vermeeren et al, 2014). The remainder of this paper is structured as follows.…”