The Role of Neurodivergence in the Relationships Between Attitudes Towards Workplace Culture, Sense of Belonging and Commitment to Organization

Data were collected through an online survey of 2742 employees across several global firms located in the Republic of Ireland. The survey assessed perceptions of management, attitudes towards teams, team involvement, and organisational commitment. Exploratory factor analysis identified seven distinct constructs, and multiple linear regression models examined predictors of belonging and organisational commitment separately for neurodivergent ( n = 203) and neurotypical ( n = 2256) employees. Results revealed that neurodivergent employees reported a significantly lower sense of belonging than their neurotypical counterparts, though no significant differences emerged in other workplace culture factors. For both groups, sense of belonging was predicted by perceptions of managers, team involvement facilitators and team involvement barriers. However, organisational commitment showed divergent patterns: neurotypical employees’ commitment was predicted by perceptions of senior management, team attitudes and sense of belonging, while neurodivergent employees’ commitment was predicted solely by perceptions of both line managers and senior management, independent of belonging or team attitudes. These findings suggest that neurodivergent employees rely more on management relationships than on peer connections when forming organisational commitment, contrasting with the team-oriented pathway observed among neurotypical employees. Lay Abstract What is already known about the topic? Many organisations aim to create inclusive workplaces where employees feel valued and connected. Research has shown that a strong sense of belonging and supportive workplace relationships is important for employee well-being and commitment to their organisation. However, less is known about how neurodivergent employees—such as those with autism, attention deficit-hyperactivity disorder or related conditions—experience workplace culture and what factors shape their sense of belonging and commitment. What this paper adds This study surveyed 2742 employees from several large companies in the Republic of Ireland to better understand workplace experiences for neurodivergent and neurotypical employees. The results show that neurodivergent employees reported a lower sense of belonging compared with their neurotypical colleagues. However, most other aspects of workplace culture were similar for both groups. The study also found differences in how employees develop commitment to their organisation. Neurotypical employees’ commitment was linked to team relationships and their sense of belonging. In contrast, neurodivergent employees’ commitment was shaped mainly by their relationships with managers, rather than by team dynamics or feelings of belonging. Implications for practice, research or policy These findings suggest that managers play a particularly important role in supporting neurodivergent employees at work. Organisations should consider strengthening management practices, communication and support structures to foster inclusive environments. Future research and workplace policies should also explore ways to build belonging while recognizing that different employees may rely on different pathways to feel committed and supported at work.