Can workplaces foster an openness to diversity surreptitiously?

Moss, Simon; Ennis, Gretchen; Zander, Kerstin K.; Bartram, Timothy; Hedley, Darren

doi:10.1108/edi-11-2017-0260

Cited by 6 publications

(12 citation statements)

References 37 publications

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“…Thus, we suggest that leaders introducing an autism employment program may benefit from examining social and task support to find an effective balance. This is consistent with contingency theories of leadership (Yukl, 2002) and research on fostering openness to diversity (Moss et al, 2018).…”

Section: Discussionsupporting

confidence: 86%

Employee engagement and commitment to two Australian autism employment programs: associations with workload and perceived supervisor support

Spoor

Flower

Bury

et al. 2021

EDI

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PurposeAlthough there is growing academic and business interest in autism employment programs, few studies have examined employee (manager and coworker) attitudes toward these programs. The purpose of this study is to examine the impact of workload changes (a job demand) and perceived supervisor support (a job resource) on commitment to the program and employee engagement more broadly.Design/methodology/approachA total of 229 employees from two Australian public sector organizations completed a survey about the autism employment program in their organization.FindingsPerceived workload increases were associated with lower affective commitment and higher continuance commitment to the program. Perceived supervisor support was associated with higher affective commitment to the program and employee engagement, but lower continuance commitment to the program. Perceived supervisor support moderated the effect of workload increase on employee engagement, but not in the expected direction.Originality/valueThis research helps to fill a gap in the autism employment literature by focusing on commitment toward autism employment programs among existing employees. The research helps to provide a more complete and nuanced view of these programs within their broader organizational context.

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Section: Discussionsupporting

confidence: 86%

Employee engagement and commitment to two Australian autism employment programs: associations with workload and perceived supervisor support

Spoor

Flower

Bury

et al. 2021

EDI

Self Cite

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“…Previous research on openness and resistance to DEI initiatives has focused largely on factors that threaten dominant group members and how these might lead to backlash (Brannon et al. , 2018; Moss et al. , 2018).…”

Section: Discussionmentioning

confidence: 99%

“…These differences in employees' views may be important because conventional HR initiatives, such as raising awareness about overt discrimination, may not prove effective in reducing subtle slights. Factors that might lead employees to find Diversity, Equality and Inclusion (DEI) initiatives acceptable have been proposed (Brannon et al ., 2018; Dover et al ., 2016; Moss et al ., 2018), but these are largely speculative and have not involved an exploration of how employers raise the topic of subtle slights.…”

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confidence: 99%

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A thorn by any other name: the acceptability of terminology for subtle slights in UK workplaces

Smith,

Griffiths

2023

QROM

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PurposeEmployers are increasingly attempting to mitigate subtle but harmful forms of employee rudeness and slights. These include “microaggressions”, “everyday discrimination” and “workplace incivility”, among others. It is unclear which of these various terms is most acceptable for introducing the topic in the workplace. This paper explores human resources (HR) leaders' considerations about the terms and the organisational context that allow for successful implementation.Design/methodology/approach16 expert interviews were conducted with HR leaders from large organisations in the United Kingdom. Reflexive Thematic Analysis was used to explore interview transcripts.FindingsHR leaders reflected on various terms for subtle slights, largely according to how understandable (coherent) and emotionally resonant (provocative) they appeared. They did not converge on any universally accepted term. Less abstract terms were regarded as most acceptable for a broad audience. There was a view that leaders, often representing dominant groups, would find provocative terms such as microaggressions less acceptable than under-represented groups; the latter would find their experiences of subtle slights validated by terms such as microaggressions. Participants suggested that understanding the need for change was a necessary precursor to participation in training. Compliance-based approaches were considered less helpful. Implications for the design of training initiatives are presented whereby several terms could be used and explained.Originality/valueThis is the first study to gather HR leaders' views on the acceptable terminology for subtle slights. Findings suggest employers may find value in adopting an implementation science approach to introducing diversity initiatives.

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“…Employment can make an important contribution to individual well-being (Chen et al , 2015; Creed and Macintyre, 2001; Moss et al , 2018). For example, work provides people with a sense of purpose and an opportunity to contribute meaningfully to society (Hedley et al , 2018; Nicholas et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

Supportive employment practices: perspectives of autistic employees

Hedley

Spoor

Cai

et al. 2021

AIA

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Purpose Employment can make an important contribution to individual well-being, for example, by providing people with a sense of purpose; however, autistic individuals face significant barriers to entering the workforce. This is reflected in high levels of underemployment and unemployment, with an estimated 80% of autistic people unemployed worldwide. This is higher than both other disability groups and people without disabilities. Research is needed to identify strategies that facilitate the sustained employment of autistic adults. This study aims to examine the perspectives of autistic individuals participating in a specialized employment program within the information and communication technology sector. Design/methodology/approach Three focus groups were conducted with nine adults on the autism spectrum. Data were analyzed using an inductive approach according to established guidelines, which included coding and categorizing data into themes. Findings Focus group analysis revealed four themes: trainees’ previous work experiences; expectations of the employment program; recruitment and selection processes; and training and transition. Several factors associated with the changes to the recruitment and selection process were found to benefit the autistic employees. Originality/value Few studies have characterized the work experiences of adults on the autism spectrum. Tailored employment processes that challenge traditional human resource management practices can increase the participation of autistic individuals in the workforce. Strategies for promoting the success of these programs are discussed.

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Can workplaces foster an openness to diversity surreptitiously?

Cited by 6 publications

References 37 publications

Employee engagement and commitment to two Australian autism employment programs: associations with workload and perceived supervisor support

Employee engagement and commitment to two Australian autism employment programs: associations with workload and perceived supervisor support

A thorn by any other name: the acceptability of terminology for subtle slights in UK workplaces

Supportive employment practices: perspectives of autistic employees

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