Neurodiversity and workplace outcomes: predicting performance and absenteeism in an organizational context

Vollständiger Abstract

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Purpose This study investigates how neurodiversity, inclusion, manager support, training and engagement predict two critical organisational outcomes: employee performance and absenteeism. The research aims to identify which workplace factors most strongly contribute to improved productivity and reduced absence, particularly within neurodiverse workforces. Design/methodology/approach The analysis is conducted using organisational survey data. Correlation analysis revealed significant bivariate relationships, including a strong positive link between engagement and job satisfaction (r = 0.83) and a negative association between inclusion and absenteeism (r = −0.297). Multiple regression models were used to assess performance and absenteeism as dependent variables and workplace factors as predictors. Cluster and segmented analyses further explored employee subgroups and neurodiversity-related patterns. Findings Regression results suggest that engagement (β = 0.52) and manager support (β = 0.46) are the strongest positive predictors of performance, while inclusion (β = 0.41) also contributes significantly. In the absenteeism model, manager support (β = −0.54) and inclusion (β = −0.51) were negatively associated with absenteeism. Neurodivergent employees reported higher engagement, performance and innovation, and lower absenteeism than neurotypical peers. The models achieved high predictive strength (R² = 0.89 for performance; R² = 0.84 for absenteeism), though multicollinearity among predictors warrants further investigation. This explanatory capacity highlights the interconnected impact of inclusion, support and engagement within a unified organisational culture, aligning with findings from previous research in organisational behavioural studies. Practical implications Organisations can improve performance and reduce absenteeism by investing in inclusive leadership, tailored training and engagement strategies. Neurodivergent employees, when supported, perform at higher levels, suggesting that inclusion is not just ethical but strategically valuable. Social implications This research underscores the societal value of neurodiversity inclusion in workplaces. By demonstrating that neurodivergent employees perform better and are more engaged when supported, it challenges deficit-based narratives and promotes equity. Inclusive practices not only benefit individuals but also reduce absenteeism and foster innovation, contributing to broader economic and social resilience. Organizations that embrace neurodiversity help dismantle stigma, improve mental health outcomes and create environments where diverse minds thrive. The study advocates for a shift from accommodation to empowerment, encouraging policymakers and business leaders to embed neurodiversity into diversity, equity, and inclusion (DEI) agendas for sustainable social impact. Originality/value This paper contributes to the growing literature on neurodiversity in organisations by applying multivariate statistical modelling to link inclusive workplace practices with performance and attendance outcomes. It highlights actionable levers engagement, managerial support and inclusive culture that organisations can prioritise to unlock the full potential of neurodiverse talent and reduce absenteeism.