التفاصيل البيبلوغرافية
| العنوان: |
A Strengths‐Based Human Resource Management Approach to Neurodiversity: A Multi‐Actor Qualitative Study. |
| المؤلفون: |
Kersten, Amber1,2 a.kersten@tilburguniversity.edu, Scholz, Frederike1,3, van Woerkom, Marianne1, Krabbenborg, Manon4, Smeets, Luca4 |
| المصدر: |
Human Resource Management. Jan2025, Vol. 64 Issue 1, p229-245. 17p. |
| مصطلحات موضوعية: |
*MANAGEMENT styles, *SUPERVISION of employees, *EMPLOYEES, *PERSONNEL management, *RESEARCH funding, *QUALITATIVE research, *INTERVIEWING, *LEADERSHIP, *DESCRIPTIVE statistics, *EMPLOYMENT of people with disabilities, *MATHEMATICAL models, *RESEARCH, *SOCIAL support, *JOB performance, *LABOR supply, HUMAN services programs, NEURODIVERSITY, POSITIVE psychology, MEDICAL societies, ATTENTION, THEMATIC analysis, CONCEPTUAL structures, THEORY |
| مستخلص: |
Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit‐oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths‐based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n = 15), supervisors of neurodivergent employees (n = 4), and neurodivergent employees (n = 11). Our findings show that there is significant potential in embracing the strengths‐based approach to promote neurodiversity‐inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths‐based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths‐based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths. [ABSTRACT FROM AUTHOR] |
|
Copyright of Human Resource Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.) |
| قاعدة البيانات: |
Business Source Index |