The moderating role of attention-deficit/hyperactivity disorder in the work engagement-performance process

Attention-deficit/hyperactivity disorder (ADHD) is a cognitive disability that affects millions. Although individuals with ADHD are employed throughout many organizations and there is evidence that their performance is lower, scant research exists describing how ADHD impacts an individual's performance. In this article, we extend attentional control theory to examine how ADHD impacts both the effectiveness and efficiency of employee performance. Across 3 samples, 2 of general working adults (n = 257 and 170) and 1 of nurses (n = 243), we found that ADHD was associated with lower performance (rated via self-, coworker, and supervisor ratings) and that the relationship was strongest for in-role performance, suggesting that employees with ADHD may be diverting attention away from task-relevant behaviors. Furthermore, although work engagement was associated with higher performance, that relationship was diminished among those who experienced higher levels of ADHD, suggesting lower performance efficiency. We discuss the implications of these findings for research on attentional control and the management of those with ADHD at work.