Department of Psychoéducation, Université de Montréal, Montréal, Canada.
Department of Educational Counselling, McGill University, Montréal, Canada.
Disabil Rehabil. 2023 Jun;45(11):1784-1795. doi: 10.1080/09638288.2022.2074550. Epub 2022 May 16.
Employment outcomes for individuals on the autism spectrum may be contingent upon employers' knowledge of autism and provision of appropriate workplace supports. We aimed to understand the organizational factors that influenced the organizational socialization of autistic employees.
We wrote nine case histories based on interviews from managers, autistic employees, and job coaches. Intra-case analysis, then cross-case analysis, provided an understanding of organizational factors that lead to sustained employment of autistic employees.
The quality of the relationship between managers and autistic employees was consistently seen as the key facilitator of organizational socialization and positive employment outcomes of autistic employees. These relationships, however, relied on the skilled facilitation of the job coach during each stage of the employment cycle (hiring, on-boarding, training, performance management), as they had an important role in building a mutual understanding between supervisors and employees. As such, our study draws upon and contributes to leader-member exchange theory.
Consistent with prior research, our study shows the importance of high-quality relationships between supervisors and supervisees for positive employment outcomes of autistic employees in organization but adds skilled communication facilitation as a novel antecedent to leader-member exchange, as a potentially key factor for autistic employees. Implications for rehabilitationThe relationship between the a manager and their employee is an important factor in effective organizational socialization and workplace outcomes for autistic employees.Job coaches can play a crucial role in building mutual understanding and high-quality relationships between managers and employees.Job coaches can support the inclusion of autistic employees by illustrating the multi-faceted socioemotional performance benefits over the longer term.
自闭症谱系个体的就业结果可能取决于雇主对自闭症的了解程度以及提供适当工作场所支持的程度。我们旨在了解影响自闭症员工组织社会化的组织因素。
我们根据经理、自闭症员工和工作指导员的访谈撰写了九个案例研究。案例内分析和跨案例分析提供了对导致自闭症员工持续就业的组织因素的理解。
经理和自闭症员工之间关系的质量被一致认为是组织社会化和自闭症员工积极就业结果的关键促进因素。然而，这些关系依赖于工作指导员在就业周期的每个阶段（招聘、入职、培训、绩效管理）的熟练促进，因为他们在建立主管和员工之间的相互理解方面发挥了重要作用。因此，我们的研究借鉴并为领导-成员交换理论做出了贡献。
与先前的研究一致，我们的研究表明，在组织中，主管和下属之间的高质量关系对自闭症员工的积极就业结果很重要，但增加了熟练的沟通促进作为领导-成员交换的一个新的前因，这可能是自闭症员工的一个关键因素。
经理与其员工之间的关系是自闭症员工有效组织社会化和工作场所结果的重要因素。
工作指导员可以在建立经理和员工之间的相互理解和高质量关系方面发挥关键作用。
工作指导员可以通过说明多方面的社交情感表现优势来支持自闭症员工的包容，从而实现更长远的目标。
