Introduction

“Neurodiversity is not about changing people. It’s about changing society’s perception of
people.”
(Walker N, n.d.)
Neurodiversity refers to the natural variation in cognitive functioning among
people. (Lefevre-Levy et al., 2023).Common conditions associated with neurodiversity
include autism, attention-deficit/hyperactivity disorder (ADHD), dyslexia, and developmental
coordination disorder. (Neurodiversity at Work - NIESR, n.d.)The diversity of cognitive skills
and experiences attributed to neurodivergent individuals is increasingly recognized as a
valuable asset, contributing significantly to the innovation process. (Oesh, 2019)
(Autism at Work: Hiring and Training Employe
. According to Gartner,
organizations can realize significant benefits in innovation, creativity, and a wealth of
potential solutions by promoting neurodiversity. Ernst and Young suggest that companies that
foster inclusivity for top neurodivergent employees’ experience advantages in productivity,
innovation, and enhanced retention of talent.
(Forensic and Integrity Services | EY - Global, n.d.).
Furthermore, leveraging a neurologically diverse workforce could offer a competitive
edge if positive attributes were effectively utilized. Some neurodivergent individuals credited
aspects of their career progression to their condition, citing skills such as lateral thinking,
creativity, and strategic foresight as contributing factors.
Burnout has emerged as a significant concern, affecting a majority of working adults
globally. It is characterized by a state of exhaustion, cynicism towards one's occupation, and
doubts about one's capacity to perform. (Maslach et al., 1997). Burnout rates among mental
health workers, who are often neurodivergent, are significantly higher than those in the
general population, with estimates between 21% and 67% (Morse et al., 2012). This
indicates that neurodivergent individuals might have a heightened risk of burnout. A Willis
Towers Watson survey revealed that 70% of neurodivergent employees face mental health
challenges, and 50% feel burnt out at work.
(Majority of Neurodivergent Employees Experiencing Mental He
. Many neurodivergent individuals are
employed in caring professions, which are prone to vicarious trauma and burnout. Notably,
58% of surveyed neurodivergent people reported having worked or currently working in such
professions. (The Issue: Are You Working with Neurodivergent Burnout?, n.d.-a)
The negative consequences of burnout are well-documented, impacting both employee
well-being and job performance. (Shirom et al., 1997)(Taris, 2006)and also in individuals’
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cognitive performance. (Sandström et al., n.d.). The effects can be severe and enduring.
Neurodivergent burnout may lead to the loss of skills previously mastered, such as reading
comprehension, verbal communication processing, and decision-making. This condition can
persist for periods ranging from three months to several years, and in some instances, the
repercussions can be permanent.
(The Issue: Are You Working with Neurodivergent Burnout?, n.d.-b)
. Additionally, insufficient support and understanding from employers exacerbate the
issue. According to a survey conducted by City & Guilds, 36% of neurodivergent employees
reported not receiving any guidance or assistance in adjusting their workplace environment.
Nearly 18% of respondents indicated they were unsure where to seek help within their
organization. This absence of support contributes to heightened levels of stress, anxiety, and
depression, which can further intensify burnout.
(HR Magazine - Half of Neurodivergent Employees Miss W
Despite certain
advancements, approximately 30-40% of neurodivergent individuals remain unemployed, a
figure that is eight times higher than that of individuals without disabilities. This underscores
the necessity for employers to provide better support and foster a more inclusive and
accommodating work environment for neurodivergent individuals.
(The Issue: Are You Working with Neurodivergent Burnout?

Maintaining control over one's work and environment is essential in preventing

burnout. Research indicated that greater supervisor support for autonomy was linked to
reduced burnout among mental health professionals. (Dreison et al., 2018). Employees
experiencing low job autonomy and emotional stability are particularly vulnerable to strain,
regardless of the extent of remote work, as they show the highest levels of strain and the
lowest levels of satisfaction in relatedness and competence needs. This indicates that when
implemented effectively, flexible work arrangements can offer the necessary autonomy to
alleviate burnout. (Perry et al., 2018)
Flexible work arrangements have become increasingly popular as a means to help
workers better manage the competing demands of work and family. These arrangements
typically allow employees to modify where, when, and for how long they perform their job-
related tasks. (Lewis, 2005). These arrangements encompass various forms of flexibility such
as scheduling, location, continuity, workload, and mode, tailored to the specific requirements
and preferences of neurodivergent workers. (Weideman & Hofmeyr, 2020)For instance, some
may thrive in quiet environments for concentration, while others may need specific sensory
accommodations. By allowing individuals to work in environments conducive to their
abilities, flexible arrangements can enhance productivity and engagement while mitigating
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burnout through increased autonomy in managing both professional responsibilities and
personal well-being, including setting boundaries, prioritizing self-care, and maintaining a
healthy work-life balance. (Lee & Zhang, 2021).
The growing adoption of flexible work arrangements can be attributed to their positive
outcomes. Organizations implementing flexibility strategies often observe improvements in
productivity, reduced absenteeism, heightened employee commitment, and enhanced
recruitment prospects. (Baltes et al., 1999). Similarly, individuals benefit from greater job
satisfaction, increased satisfaction with their work schedules, expanded learning
opportunities, and decreased conflicts between work and family life. (Golden et al., 2006).
During the Covid-19 pandemic, flexible workplace arrangements provided numerous
benefits for neurodivergent employees. Remote work facilitated communication through
digital alternatives, alleviating the stress associated with traditional office environments. It
also enhanced productivity and reduced stress levels by creating more comfortable settings
for individuals with sensory sensitivities. Flexibility supported the maintenance of routines
crucial for many neurodivergent individuals and facilitated the development of effective new
routines at home. Virtual meetings and social interactions offered accessible ways to engage
with colleagues, ensuring equitable access to important information.
(Wahyudi Rahman et al., 2020)
Additionally, these arrangements helped prevent burnout by promoting better workload
management and encouraging necessary breaks, thereby fostering career advancement and a
more inclusive work environment. (Mellifont, 2022)
One possible way flexible workplace arrangements support positive outcomes is
through increasing satisfaction in basic psychological needs. Basic psychological needs are
defined as universal psychological needs essential for human growth, well-being, and
motivation. They are not mere desires or wants, but rather fundamental necessities for
psychological health. (Van den Broeck et al., 2016)SDT identifies three primary basic needs
within self-determination theory, which offers a perspective on human motivation and
personality that underscores the significance of individuals’ internal resources (such as
potential, abilities, and sensitivities) in fostering growth, integration, and the pursuit of
challenges within social contexts (Ryan et al., n.d.) These three basic needs, key to optimal
personal growth and development are autonomy, relatedness, and competence, which are
critical in predicting motivation and adaptation in workplace settings in terms of both well-
being and performance (Baard et al., 2004). Research indicates that satisfaction of these basic
psychological needs correlates with overall satisfaction with organizational working

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conditions, thereby enhancing employee well-being and reducing workplace health
issues (Gomez-Baya & Lucia-Casademunt, 2018)
There has been limited research on neurodiversity in the workplace overall. Addressing
our specific research question aims to bridge this gap by exploring whether increasing access
to flexible workplace arrangements could mitigate workplace-related burnout among
neurodivergent individuals. Doyle highlights the need to go beyond diagnoses to grasp the
"functional and occupational experiences" of neurodivergent individuals, noting a lack of
insight into how workplace factors like flexibility affect them. (Doyle, 2020). Since
neurotypical and neurodivergent employees perceive job resources and demands differently,
general studies on flexibility might not fully capture its unique impact on neurodivergent
workers. Bal & Izak's review on workplace flexibility paradigms, while comprehensive,
identifies tensions between the advantages and challenges associated with flexibility in the
field, indicating that its effects are not universally positive. This underscores the need for
specific investigation into how flexibility can address burnout among neurodivergent
individuals. (Bal & Izak, 2021) (Tomczak & Kulikowski, 2024). According to the ONS
(2021), for instance, four out of five autistic employees are unemployed, a rate four times
higher than that of the general population (one out of five), and higher than many other
disabilities. Among these individuals, many may have previously held jobs but experienced
burnout; therefore, understanding how to mitigate burnout risk is crucial for this workforce
segment.
The current quantitative study addressed the following research inquiries. Question 1:
What is the extent to which flexible workplace arrangements predict work burnout in
neurodivergent employees? This query led to our first hypothesis. Hypothesis 1: There is a
significant negative correlation between flexible workplace arrangements and work burnout
in neurodivergent workers. This is grounded in the understanding that such arrangements
enhance productivity and engagement by enabling neurodivergent individuals to work in
environments suited to their unique needs. Question 2: Does the satisfaction of the need for
autonomy mediate the relationship between flexible workplace arrangements and work
burnout in neurodivergent workers? Flexible workplace arrangements aid in preventing
burnout through increased autonomy in managing both professional responsibilities and
personal life effectively. (Lee & Zhang, 2021). Hypothesis 2: The relationship between
flexible workplace arrangements and work burnout in neurodivergent workers is mediated by
the satisfaction of the need for autonomy. This hypothesis suggests that options such as
remote work and flexible schedules allow neurodivergent employees to exert greater control
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over their work environment and tasks, fulfilling their need for autonomy and thereby
decreasing levels of burnout.

(Empowering Neurodiversity in Today’s Flexible Workplace: Strategies and Tips for Inclusive Remote Work

The study conducted to address the research problem employs a quantitative approach
to explore the correlation between flexible workplace arrangements and work burnout among
neurodivergent employees. The research design incorporates a survey-based investigation
involving neurodivergent workers from diverse industries. Various measurement tools are
utilized to evaluate workplace flexibility, burnout levels, and satisfaction of basic
psychological needs.
Anticipated outcomes include a deeper comprehension of how flexible workplace
arrangements influence burnout in neurodivergent employees, alongside actionable
recommendations for organizations to support this demographic. This study aims to
contribute to existing knowledge on neurodiversity in the workplace and provide practical
insights for enhancing the well-being of neurodivergent employees.

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