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

Abstract

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.

Cost-benefit analysis of a non-government organization and Australian government collaborative supported employment program for autistic people

“…Data collated as part of this study raises some important questions for future research. Retention rates during the program and employment outcomes achieved post completion of the program, as well as the success of some individuals in finding unassisted employment opportunities prior to completing the program, support the view that autistic people can be successful and productive employees, provided appropriate workplace supports are in place (Krzeminska et al, 2019;Nicholas et al, 2015;Spoor, Flower, et al, 2021). Research is needed to better understand the supports that might be needed as autistic people progress through different employment stages (e.g.…”

Autism and Employment: A Review of the “New Frontier” of Diversity Research

“…This is compounded when managers must consider how fostering an inclusive environment can require adjusting their neurotypical subordinates’ job demands, potentially influencing neurotypical employees’ attitudes toward inclusion efforts. Spoor and colleagues (2021) found that perceived workload changes associated with implementing autism employment programs affected coworker attitudes toward the programs (i.e., perceived workload increases were linked to coworkers’ lower affective commitment, but higher continuance commitment, toward the program). These findings suggest that managers need to proactively manage perceived demands of neurodiversity inclusion initiatives.…”

“…Thus, if organizations are serious about having a neurodiverse workforce, "they may need to reconfigure staffing levels, workload assignments, and 'traditional' job duties in ways that better equip employees with the energy needed to do the work necessary for fostering inclusive workplaces" (Gabriel et al, 2022;227). Although autism-specific adaptations and refinements are needed, frameworks popular in the management literature, such as the job-demands resources model (Bakker & Demerouti, 2007), may serve as powerful tools for identifying pathways through which job demands can be reduced and resources increased for managers, members of neurodivergent groups, and their colleagues (Spoor et al, 2021). To this end, assistive devices (e.g., iPads) and apps may lessen demands on managers, because they can reduce the need for support (e.g., coaching) from others (Gentry et al, 2015;Khalifa et al, 2020).…”

“…10 Conversely, unsupportive managers and colleagues can derail the employment experience for people on the autism spectrum (Richards, 2012). Thus, managers are crucial for helping people on the autism spectrum adapt to the work environment, fostering an accepting and accommodating environment, integrating autistic individuals into the organization, and helping them perform well (Austin & Pisano, 2017; Dreaver et al, 2020; Lindsay et al, 2021; Patton, 2019; Parr et al, 2013; Spoor, Flower, Bury, & Hedley, 2021). Likewise, it is important for managers and coworkers to be flexible to cultivate a positive work environment (Khalifa et al, 2020).…”

An ecological systems model of employee experience in industry-led autism employment programmes

“…autism knowledge) and organisational benefits (e.g. organisational reputation, organisational pride; Grenawalt et al, 2020 ; Spoor, Bury, et al, 2021 ) to such programmes, but they have also reported challenges associated with perceived workload concerns and their engagement with these programmes ( Spoor, Flower et al, 2021 ), and concerns regarding integration beyond the programme ( Spoor, Bury, et al, 2021 ), but not in all studies ( Grenawalt et al, 2020 ). While these studies report facilitators and barriers at the individual or co-worker level, very little research has considered the broader organisation at the ecosystem level within autism employment ( Vogus & Taylor, 2018 ).…”