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Drawing on the job demands-resources (JD-R) model, this study aims to examine which job demands individuals with diagnosed mental illness perceive to be most challenging as they navigate the workplace, why this is the case and which resources individuals tend to mobilize to meet these demands.

The authors draw on 257 qualitative surveys filled out by individuals with mental illness in various parts of the world.

The findings show that job demands that are common in today's workplace such as a high workload and a stressful environment are considered challenging by individuals with mental illness. Further, the authors show that this is the result of the ideal worker norm consisting of the need to be a steady performer that is confident, resilient and social with which the performer cannot comply on the one hand and the particularities of this population, such as performers' self-perceived low self-esteem, sensitivity to stress, fluctuating symptoms and difficulties with the social aspects of organizational life on the other hand.

The study points to the unique challenges of individuals with mental illness in the workplace and highlights the role human resource management (HRM) can play in providing support to allow this population to meet the demands of one's job more easily and thrive at work.

This study develops a measure of anticipated chilly climate for women and provides initial evidence of its validity.

We draw on three studies. Study 1 consisted of three focus groups to gain deeper insights into the meaning of the concept for prospective female jobseekers and generate scale items. In Study 2, we pre-tested job post vignettes (N = 203), refined the scale items and explored the factor structure (N = 136). Study 3 aimed to determine the convergent and discriminant validity of the new scale (N = 224) by testing its relationships with organisational attractiveness, person-organisation fit perceptions and gendered language.

The results show that the anticipated chilly climate is an important concept with implications for applicants’ career decision-making and career growth in the technology industry, where women tend to be underrepresented. Perceptions of anticipated chilly climate comprise expectations of devaluation, marginalisation and exclusion from the prospective employment. The masculine stereotypes embedded in the language of the job posts signalled a chilly climate for both genders, negatively affecting perceptions of fit and organisational attractiveness.

Most previous studies have focussed on the actual experiences of chilly climates in organisations. We extend this body of literature to anticipatory climates and draw on social identity threat theory and signalling theory to highlight that job applicants make inferences about the climate they expect to find based on job ads. Specifically, they may anticipate a chilly climate based on cues from job ads signalling masculine stereotypes. Whilst the literature has emphasised women’s perceptions of chilly climates within organisations, our results show that both genders anticipate chilly climates with detrimental consequences for both organisations and prospective job applications.

This article provides an overview of lessons we can learn from human resource (HR) policies and practices related to neurodiversity.

We conducted a practice-based review using information obtained from organizations’ websites, summarized the information and reflected on how scholars can continue to advance this area of research based on what is happening in practice.

The review provided a selective overview of programs and practices per HR cluster: selection and recruitment; onboarding, integration and retention; job design; flexible work options and working remotely; training; employee resource groups (ESGs) and support. The review provides a description of practices and policies implemented within organizations that focus on neurodiversity among employees.

Our review showed that organizations have a multitude of HR practices and policies in place to include neurodivergent individuals in their workforces, though many of these have not been empirically investigated. Sharing this knowledge is important so that research insights and practice can reciprocally influence one another.