Neuronormativity as ignorant design in human resource management: The case of an unsupportive national context
通过对20名人力资源专业人士的定性研究，揭示了在不利国家背景下，HR政策如何通过三种机制和七种无知形式边缘化神经多样性个体，并提出了改进建议。
Abstract Neurodiversity refers to differences in how people's brains work. Reportedly, human resource functions lag behind scientific developments in offering inclusive design for neurodivergent individuals. Drawing on the sociology of ignorance, we examine mechanisms and forms of ignorant design based on a qualitative study with 20 HR professionals in a country with an unsupportive context for neurodivergence. We expand the literature on an ignorant design by identifying three mechanisms and seven forms of ignorance that shape neuronormative HR policies and practices, revealing that HR practices often marginalise neurodivergent individuals by not recognising their contributions, enforcing neurotypical standards, and maintaining a superficial approach to inclusion. Our findings underscore the need for substantial changes in HR policies and practices, such as involving neurodivergent individuals in policy design, providing comprehensive neurodiversity training for HR professionals, and adopting evidence‐based and inclusive HR strategies. Further, a supportive national context is invaluable for neuroinclusion.