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AbstractThe present article examines employee resilience during the COVID‐19 pandemic, which created a major career disruption and a psychological strain for many individuals worldwide. Resilience is an essential psychological resource for coping with setbacks and maintaining mental health. Using a time‐lagged survey design, we test a theoretical model that links career empowerment, a motivational cognitive construct, with resilience, mediated by career adaptability. Our findings support these hypotheses. In addition, we investigate the moderating role of neuroticism and authentic leadership in the relationship between the career empowerment and career adaptability. Findings show that while authentic leadership moderates this relationship, the hypothesis regarding neuroticism was not supported. Our research provides insights regarding resilience during crisis, which has both theoretical and practical implications.

AbstractThe current study attempts to determine whether HR practices such as job autonomy, training, and organizational support in terms of rewards are related to positive change behaviours toward the community policing program among first‐line police officers. We also test the role of affective commitment and change‐related self‐efficacy as mediators of these relationships. Based on a survey of 476 officers in a large police department in the United States, our results show that affective commitment to change emerged as a mediator while the mediating effect of change‐related self‐efficacy was not significant. The study has important implications for HR and for implementing change programs in police organizations globally and in Canada.

PurposeIn the wake of labor shortages in the retail industry, there is value in highlighting a business case for employing neurodivergent individuals. Drawing on signaling theory, this study explores whether perceived neurodiversity management (neurodiversity policies and adjustments) helps enhance neurodiversity awareness and affective commitment and whether affective commitment leads to lower turnover intention.Design/methodology/approachA cursory content analysis of publicly available documents of randomly selected four retail organizations was undertaken, which was followed by an online survey of the Australian retail workforce, leading to 502 responses from supervisors and employees.FindingsThe content analysis shows that retail organizations barely acknowledge neurodiversity. The findings of the main study indicate that neurodiversity policies are positively associated with both neurodiversity awareness and affective commitment, while adjustments were positively linked to affective commitment. Moreover, affective commitment was negatively associated with turnover intention. Affective commitment also mediated the negative effects of neurodiversity policies and adjustments on turnover intention.Originality/valueThis study supports, extends and refines signaling theory and social exchange theory. It addresses knowledge gaps about the perceptions of co-workers and supervisors in regard to neurodiversity management. It provides unprecedented evidence for a business case for the positive attitudinal outcomes of neurodiversity policies and adjustments. The findings can help managers manage neurodiversity for positive attitudinal outcomes.

PurposeNeurodiversity refers to a spectrum of neurological differences. Little is known about the benefits and challenges of employing neurodivergent individuals in the retail industry and how knowing neurodivergent individuals/neurodiversity practices are linked to benefits/challenges. This study provides these insights using the lenses of the value-in-diversity perspective, stigma theory and intergroup contact theory.Design/methodology/approachData were collected from an online survey of retail supervisors and co-workers from Australia, resulting in 502 responses from various retail organizations.FindingsThe findings indicate that supervisors have higher awareness of neurodiversity and perceived benefits of neurodivergent employees. Knowing neurodivergents was positively associated with perceived benefits and disclosure challenges and negatively associated with equity and inclusion challenges. Neurodiversity practices were positively associated with benefits of neurodivergent employees, negatively associated with disclosure challenges and equity and inclusion challenges in small stores, and positively associated with equity and inclusion challenges in large stores.Originality/valueCurrent empirical research on workplace neurodiversity is scarce. This study provides pioneering evidence for awareness of workplace neurodiversity in the retail industry and the impact of knowing neurodivergent employees/neurodiversity practices on benefits and challenges. It differentiates between supervisors' and co-workers' perceptions, highlighting the importance of exposure to information in reducing stigma.

Neurodiversity has historically been dismissed and undervalued in management and organizational studies literature. In recent times, there has been a recognition in practitioner forums about the benefits associated with neurodiversity, triggering recruitment drives to hire neurodivergent individuals. However, lack of theoretical frameworks and empirical research on workplace neurodiversity is undermining practice. We address this gap by presenting a multistage theoretical framework of managing neurodiversity premised on (a) creating a neurodiverse workplace through reconfiguring recruitment and selection; (b) fostering an inclusive workplace through careful implementation of development and engagement practices and management of perceptions of reverse discrimination; and (c) capitalizing on the benefits of an inclusive workplace, enhanced by equitable supervision, to achieve improved employee and organizational outcomes. This paper enriches the literature on managing workplace neurodiversity by offering deeper insights into barriers to employment, inclusion in the workplace, and positive outcomes of employment. Our proposed framework, derived by an integration of theories, will help managers effectively manage neurodiversity in the workplace, addressing the associated challenges. Finally, this paper lays a foundation for future research to advance knowledge on managing neurodiversity in organizations.