Abstract
Purpose
This report has been commissioned by the TSSA. The purpose of
this report is to gather, analyse and conclude on key information
on the line management of neurodivergent staff (i.e. employees
diagnosed with dyslexia, dyscalculia, dyspraxia, ADD/ADHD or
autism). So that the TSSA can develop a bespoke training, toolkit,
guidance and advice for line managers who are responsible for
managing neurodivergent employees.
Methods
Information was gathered on the line management of neurodiverse
employees from three sources: extant literature; secondary
analysis of primary data from interviews with transport industry
line managers; and, primary data gathered from interviews.
Findings were analysed based on identifying facilitators required
to effectively line manager neurodivergent employees and the
challenges line managers face when managing neurodivergent
employees. The findings were analysed by applying the social
model of disability.
Results
Support practices for line managers appeared sophisticated,
extensive and wide-ranging. However, there appears to be a gap
between the rhetoric of organisational support for such activities
and the experiences of line managers.
This report has been commissioned by the TSSA. The purpose of
this report is to gather, analyse and conclude on key information
on the line management of neurodivergent staff (i.e. employees
diagnosed with dyslexia, dyscalculia, dyspraxia, ADD/ADHD or
autism). So that the TSSA can develop a bespoke training, toolkit,
guidance and advice for line managers who are responsible for
managing neurodivergent employees.
Methods
Information was gathered on the line management of neurodiverse
employees from three sources: extant literature; secondary
analysis of primary data from interviews with transport industry
line managers; and, primary data gathered from interviews.
Findings were analysed based on identifying facilitators required
to effectively line manager neurodivergent employees and the
challenges line managers face when managing neurodivergent
employees. The findings were analysed by applying the social
model of disability.
Results
Support practices for line managers appeared sophisticated,
extensive and wide-ranging. However, there appears to be a gap
between the rhetoric of organisational support for such activities
and the experiences of line managers.
| Original language | English |
|---|---|
| Place of Publication | London |
| Publisher | Transport Salaried Staffs' Association |
| Number of pages | 32 |
| Publication status | Published - 4 Apr 2019 |
Keywords
- TSSA
- Neurodiversity
- Neurodivergent
- Trade union
- Line management
- Training
Access to Document
- Neurodiversity line managers report v3 PRINT
The document is freely available on WWW