Neurodiversity—an umbrella term encompassing a range of neurocognitive developmental conditions such as autism‐spectrum conditions, attention deficit and hyperactivity disorders (e.g., dyslexia, dysgraphia, dyspraxia, dyscalculia, and Tourette syndrome)—recognizes neurological differences as natural variations of the human brain. As management scholars increasingly explore this dimension of diversity, both researchers and practitioners are gaining a deeper understanding of the valuable contributions neurodivergent human capital can bring to the modern workplace. In this article, which serves as a primer for the special issue on neurodiversity and human resource management (HRM), we present a systematic review of the neurodiversity literature organized by employee lifecycle stage. The review synthesizes the most comprehensive practices at the intersection of neurodiversity and HRM. We then introduce the 13 articles featured in the special issue by positioning them within broader trends that emerged from our review. Moreover, we show how each article advances scholarship and practice in neurodiversity and HRM. We conclude by drawing on insights from both the review and the special issue contributions to offer recommendations for future research and practice that center on fostering more inclusive and effective HRM systems for neurodivergent individuals.

We draw on job demands‐resources theory to develop and test a model that explores the direct and indirect (through relational energy) impact of inclusive leadership on workplace avoidance behaviors for neurodivergent employees. We also examine the moderating role of personal self‐control demands in the relationship between relational energy and workplace avoidance. We tested our model using partial least square ‐ structural equation modeling analysis with data collected using a time‐lagged data collection in a sample of 215 neurodiverse employees working in multinational companies across the Gulf Cooperation Council region (i.e., Saudi Arabia, United Arab Emirates, Oman). The findings demonstrate that inclusive leaders mitigate workplace avoidance behavior in neurodivergent employees. That is, inclusive leaders create an environment that contributes to the cultivation of employees' personal relational energy resources. Then, high levels of relational energy interact with employees' level of personal demands (i.e., impulse control, resisting distractions) to reduce workplace avoidance behaviors. Our work speaks to the integrated role of demands and resources in workplaces that can thwart avoidance behaviors for neurodivergent employees.

Research on corporate sociopolitical activism (CSA) is in its infancy, and more research is needed to examine its effects on employees. We draw from the tenets of Signaling Theory to develop and test a model of how organizations' antiracist signaling after a racial injustice event, as a form of CSA, communicates that racial justice is valued sincerely by organizations, and in turn, motivates employee commitment to diversity—both at work and in their personal lives. We also explore boundary conditions (i.e., climate for inclusion, employee race) of this relationship. We test our model with data collected from 367 employees (37.6% Black, 62.4% White) across 4‐time waves, each 1 month apart, using a mixed‐methods (quantitative and qualitative) approach. Results suggest that organizations are viewed as most sincere when they engage in signaling that includes both words (i.e., releasing a statement) and actions (e.g., hiring a diversity officer) relative to when they don't engage in these words and/or actions. Moreover, when organizations signaled a sincere commitment to antiracism with both words and actions, employees were more committed to diversity at work and in their personal lives, though actions taken by the organization were especially important. Moreover, a strong climate for inclusion reduced the need for actions, while a weak climate for inclusion increased the need for a statement. Theoretical, research, and practical implications are discussed.

Although many studies have shown that the opportunity to provide input (voice) leads to more favorable employee reactions, fewer studies have examined the boundary conditions for the effect of voice on worker outcomes. Building upon Greenberg and Strasser's (1986) model of personal control in organizations, we hypothesize that the positive effect of voice on intent to remain will be less pronounced for employees with longer organizational tenures. Converging results of national surveys from the United Kingdom and the United States support the anticipated relationships. It appears the beneficial effects of voice on employee attitudes may decrease as employees accrue tenure with their employer.

Organizations must target talented applicants, who will often be demographically diverse, to attract the most competent and competitive workforce possible. Despite the bottom‐line implications of attracting the best and brightest, surprisingly little is known about how and why diversity recruitment strategies affect recruitment outcomes (e.g., job‐pursuit intentions). To gain insight into this question, we conducted an initial experimental study ( N = 194) to test the premise that other‐group orientation moderates the relationship between perceived organizational value of diversity and job‐pursuit intentions. In a follow‐up experiment ( N = 255), identity affirmation was examined as the mediating mechanism for the interaction observed in the first study. Mediated moderation analyses supported the proposed model. Collectively, the studies indicate that job seekers high in other‐group orientation are more intent on pursuing employment with organizations deemed to value diversity because they feel that their salient identities are likely to be affirmed. No such indirect effect is present for those lower in other‐group orientation.

The present study utilized sexual harassment, organizational climate, and engagement theories to articulate a process model of how perceived anti–sexual harassment practices and sexual harassment incidents relate to affective commitment and intentions to stay. The authors hypothesized that perceived anti–sexual harassment practices and sexual harassment incidents would relate to employee engagement, both directly and indirectly through psychological distress. Moreover, psychological distress and employee engagement were hypothesized to mediate the relationships of perceived anti–sexual harassment practices and sexual harassment incidents with affective commitment and intentions to stay. Study findings supported these hypotheses within two subsamples of female (N = 3,283 and 3,207) and male (N = 3,460 and 3,300) military personnel.