The influence of perceived neuro-inclusivity and employer brand on organisation attraction

Jenkins, Robyn

The influence of perceived neuro-inclusivity and employer brand on organisation attraction

Thesis / Dissertation

2026

Publisher

University of Cape Town

Department

Organisational Psychology

Faculty

Faculty of Commerce

Abstract

Background. Organisations are increasingly recognising Diversity, Equity, and Inclusion (DEI) as essential for fostering supportive and innovative workplaces. However, within this context, neurodiversity—natural variation in human neurological development—remains a critical yet often overlooked dimension of workforce diversity. Neurodivergent individuals, such as those with autism, ADHD, dyslexia, or dyspraxia, bring unique skills and perspectives in the workplace but remain underrepresented in organisations due to stigma, misperceptions, and limited accommodations. Cultivating a strong employer brand and inclusive total rewards strategies may enhance the attraction of talent, yet research on perceived neuro-inclusivity and organisation attraction remains limited. Purpose of the Research. The purpose of the current research study was to 1) investigate how perceived neuro-inclusivity and employer brand influence organisation attraction, and 2) to determine the relative importance of neuro-inclusivity and employer brand compared to traditional total rewards typically offered to prospective employees. Specifically, the study aimed to examine the main and interaction effects of perceived neuro-inclusivity (NI) and employer brand (EB) on organisation attraction and assess the relative importance of NI and EB compared to other reward factors typically offered by organisations. Rationale for the Study. Understanding how perceived neuro-inclusivity and employer brand influence organisation attraction can help organisations design more effective DEI initiatives and recruitment strategies to attract and retain talented employees. Despite evidence that diversity and inclusive practices enhance organisation attraction, the specific impact of neuroinclusivity on organisation attraction remains underexplored. Investigating the relationship between NI, EB, and OA addresses both a practical and academic gap and offers insights that may help organisations gain a competitive advantage in attracting top-performing personnel. Research Design. A quantitative research approach guided by a positivist epistemology was employed to examine the causal relationships between perceived neuro-inclusivity, employer brand, and organisation attraction, as well as the relative importance of these attributes compared to other total rewards. Two experimental studies were conducted. Study 1 used a 2×2 full-factorial experiment in which participants were randomly assigned to one of five fictitious recruitment poster conditions varying in neuro-inclusivity and employer brand; responses were measured using an Organisation Attraction Scale (OAS) to test main and interaction effects. Study 2 employed a fractional experiment utilising Choice-Based Conjoint analysis, where participants evaluated hypothetical employer profiles combining support for neurodiversity, neuro-inclusive accommodations, employer brand, and five other total reward attributes, to determine their relative importance. Sampling & Realised Sample. The current research study used a non-probability sampling approach, specifically a purposive and snowball sampling procedure. The target population for the current research study were people who were able to provide informed consent and were currently employed or to be employed soon. The realised sample was predominantly white (86.3%), female (63.7%) and employed full-time (66.44%). Most respondents held a tertiary qualification (78.08%), with 16.44% possessing a master's or doctorate degree. Therefore, this sample underrepresents people of colour, males, and people without tertiary education. Main Findings. Employer brand (EB) was found to have a significant positive main effect on organisation attraction (OA), consistent with prior research and explained through Social Identity Theory, where affiliation with reputable organisations enhances pride and self-worth. Neuro-inclusivity (NI) also had a significant positive main effect on OA, though its impact was weaker and more variable than EB, likely due to lower visibility and awareness compared to employer brand cues. Choice-Based Conjoint analysis revealed that while compensation, career development, and work–life balance were top priorities, neuro-inclusive accommodations were rated higher than performance management and employer brand. This suggests that tangible neuro-inclusive practices may be perceived as more valuable than reputational signals alone, highlighting the growing importance of neuro-inclusivity in shaping prospective employees' organisation attraction. Contribution of the Study. The current research study demonstrates that employer brand (EB) and neuro-inclusivity significantly influences organisation attraction (OA) and that neuroinclusive (NI) accommodations enhance an organisation's Employee Value Proposition (EVP). NI accommodations were often ranked relatively more important than traditional rewards, highlighting the value of tangible, actionable practices over abstract signals. Findings advance research on neuro-inclusivity by showing that inclusive practices support Person Organisation Fit and position neuro-inclusivity as a strategic factor in talent attraction. Practically, embedding neuro-inclusive cues in recruitment materials and HR strategies can increase OA and guide evidence-based DEI initiatives to attract and retain diverse talent. Significance of the Study. The current research study contributes to the field of human resource management, particularly in the area of talent acquisition and Diversity, Equity and Inclusion (DEI) initiatives. By investigating the causal relationships between perceived neuroinclusivity, employer brand, and organisation attraction, the current research study provides valuable insights into aspects that may attract and retain talent in an organisation. The findings have implications for both academic research and practical application in industry. Managerial Implications. The current study highlights the importance of embedding neuroinclusivity into recruitment, HR policies, and organisational culture. To improve workplace neuro-inclusivity, organisations should provide mandatory neurodiversity training, implement tangible accommodations (e.g., alternative assessments, assistive technology, flexible work arrangements), and explicitly signal inclusive practices in job postings to attract neurodiverse talent and other prospective employees who value DEI. Performance management systems should be adapted to recognise diverse cognitive styles, while inclusion must be authentic rather than symbolic to prevent marginalisation. By fostering psychological safety, practical support, and a culture of understanding, organisations can enhance attraction, integration, disclosure, and performance among neurodivergent employees, reinforcing the strategic value of neuro-inclusivity.