AMO perspectives on the well-being of neurodivergent human capital

Joanna Szulc, Julie Davies, Michał Tomczak, Frances-Louise McGregor

Research output: Contribution to journalArticlepeer-review

21 Citations (Scopus)


Purpose: Existing 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/approach: Drawing 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. Findings: This 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 implications: The 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/value: This 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.

Original languageEnglish
Pages (from-to)858-872
Number of pages15
JournalEmployee Relations
Issue number4
Early online date22 Mar 2021
Publication statusPublished - 8 Jun 2021


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