Professionals' willingness to change is a necessity for successful implementation of changes in the organisation. This study focused on the influence of a transformational leadership style on professionals' willingness to change. This multiple case study was performed in three project management organisations that had recently implemented a new business information system. The research data were obtained through both qualitative and quantitative data collection. The qualitative investigation revealed that through leading by good example a manager has a positive influence on their employees' willingness to change. However, the quantitative investigation showed that there is no relationship between transformational leadership and the motivational factors of willingness to change. Finally, the study showed that the most important factors of employees' willingness to change are timing, involvement, emotions, necessity, and added value.
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Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neurodivergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths
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Hoofdstuk 10 in HRM Heden en Morgen. Dit hoofdstuk is geschreven vanuit de overtuiging dat een gemeenschappelijke taal en begrip van people analytics, evenals enkele basale wetenschappelijke principes waarop het gestoeld is, het jonge vakgebied in de praktijk naar een hoger niveau kunnen tillen. En daarmee de (toekomstige) HRM-professionals werkzaam op en rondom dit uitdagende thema in staat kunnen stellen (nog meer) impact te maken in hun organisatie. Het primaire doel van dit hoofdstuk is om de (toekomstige) professional die dit leest, aan het denken te zetten. Dit kan betekenen inspireren, verwarren, of duiden. Maar ook aanzetten tot het concreet aan de slag gaan met people analytics in de eigen organisatie, op de grens van wetenschap en praktijk, because that’s where the magic happens.
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