This article is written by Arunima, pursuing a Executive Certificate Course in Introduction to Legal Drafting from LawSikho.
Having a diverse workforce is being acknowledged as helping improve the performance of the firm, and it is also important that organizations can no longer be ignored. Today it is well believed that diversity combines both intangible and tangible value, although it sometimes requires working through costs and issues. What we are seeing today is a tendency to connect with diversity, beyond diversity.
Pragmatic studies on organizational practices of inclusion are a bit limited, it makes reasonable because inclusion has only freshly entered the jargon of famous discourse. Fields of organizational practices for inclusion relate to parties and food such as selection and recruitment, development and training and socialization activities. A more comprehensive examination of consistently inclusive approaches, practices and measures is still missing largely.
The notion of inclusion is often relevant to a mainstream stream in an organization. Some studies have looked at the experience of inclusion in the equation from the point of view of the privileged. Low inclusion has been examined from the point of view of other less general demographics of interest in diverse literature, such as migrants.
Scope and Analysis
This review focuses on clarifying the meaning and interpretations of the terms associated with it, in addition to understanding diversity and inclusiveness and reflecting on questions surrounding them.
- What does diversity and inclusiveness really mean?
- What affects diversity and inclusiveness and what do we know about research in them?
- What are the fault traces in managing issues around them?
- What role do organizational and leadership climate play in shaping them?
The term diversity is frequently used to explain:
- Structure of working groups
- Different demographic
The importance of diversity focuses on the organization of work groups around factors that typically distinguish one person from another, almost in terms of visible demographic characteristics such as race, gender, age, ethnicity, or non-observable. As for education as Or socio-economic or status characteristics.
As might be expected there are different definitions of diversity. Some ordinary definitions include: a mix of characteristics within the workforce that significantly influence how people feel, think,and behave at work, and their work performance, acceptance, or progress, satisfaction in the organization. Diversity is also detailed as having different approaches and perspectives as for working members of different perspective groups. While demographic diversity may be a clear lead indicator, diversity of thought is seen as the ultimate game.
Various diversity approaches have been proposed. According to the proposed types, they may differ from a negative view of diversity marked by resistance (as a threat to diversity) to more positive attitudes such as –
- Favouritism and Impartial Perspective (Differences problematic): Focuses on justice and fair treatment of all members as an ethical imperative.
- Approach and lawfulness perspective (where differences are thought to create opportunities for new markets or access to consumers): based on the recognition that the constituencies and organization’s markets are culturally diverse and therefore parallel with the organization’s own workforce one way legitimacy and gaining access to those markets.
- Integration and Learning perspective (seen as providing sustained benefits and offering opportunities in the long run): Based on the belief that the experiences, skills and insights of diverse employees are a potentially valuable resource for change and learning and its importance in the workgroup is to achieve its goals.
While there are very sound reasons for promoting inclusion and diversity, and often making a business case to make the argument more compelling, it is also, simply, the right thing to do. As seen, there are many reasons for investing in diversity, not the least of which is that it is an morally and ethically right thing to do.
Benefits of diversity
Diversity can provide many probable benefits to organizations. At one level it supports organizations that reach diverse customer markets and groups and at another level, by allowing for different approaches, it promotes innovation and better work performance and outcomes.
- In a study of Fortune 500 companies, it was researched that the top 25%(percent) of firms in terms of females in senior management actually gave returns to their stockholders that were 30%(percent) higher than their colleges. On the basis of pragmatic evidence it is argued that diversity actually pays off.
- A survey in India found racial diversity to be associated with a greater number of customers, increased sales revenue, greater relative profit and greater market share. Gender diversity was associated with increased customers and sales revenue and greater relative profits.
- The findings, which translate into higher financial returns of more women as board members, were based on a study commissioned by the Times of India group to examine the relationships between companies with women on their boards and profitability. Using the Top Indian 100. According to companies listed on the Bombay Stock Exchange, the reports show the positive impact of women’s representation in top leadership and as board members.
- It has been argued in a report by Deloitte that inclusion and diversity develop business outcomes and that diversity means women as a sprinkler and a layer of color.
Negative consequences of working with diversity
In some cases diversity training may have few unintended consequences. As for a few, backlash may occur in diversity training due to an overstate on differences and this may reinforce stereotypes about minority group members. Research has linked diversity to negative result such as costs, reduced commitment, constrained decision making, and turnover due to personnel issues, harassment, and discrimination. Demographic diversity is also frequent.
Some negative groups such as high levels of conflict were associated with outcomes.
- Some of the scholars point to the unintentional creation of different categories for diversity management. Multiple identity differences at work in organizations can be disregarded.
- Other study shows how typecast “diverse” employees are placed in positions of lower status and power than enjoyed by others in the organization. In another way, there is also a second side to diversity and diversity management runs the risk of becoming an instrument for making and maintaining difference rather than seeking integration and assimilation.
Common Diversity and Inclusion Initiatives
The most common diversity and inclusion initiative has been diversity training and several studies have tried to assess the impact and correlates of success for it. Gender diversity programs are one of the most common areas of focus, followed by programs focused on age, race and ethnicity. The Report of the Forbes also observes that Asia-Pacific companies were expected to have programs that focus on nationality and age and European companies were expected to look at disability or sexual orientation as a basis for diversity. Other initiatives include demographically targeted mentoring and recruitment.
Reference to inclusion in India
Reports and research on inclusion working in the Indian context have little to do with the major focus of inclusion in education. The India Constitution prohibits discrimination on the basis of race, religion, sex, caste or place of birth. Equality of opportunity has also been put forward as an instructional principle in matters of public employment. Through the Directive Principles of State Policy, the Constitution states that the State will take special care of the educational and economic interests of the Scheduled Castes and Tribes as a protective measure to correct chronic social, economic, political and economic deprivation.
It serves as a protective measure in the context of reservations in educational institutions for socially and economically marginalized areas, much to the affirmative action pathway in India. While educational institutions and public sector organizations need to be recruited to consider adequate representation of backward castes and tribes, in reality, discrimination and differential treatment still exist, as reported by the Thorat Committee on Caste Discrimination. Even with such reports and with the safeguards built into the Constitution, discrimination and segregation continues in India, with educational institutions and organizations yet to fully implement the reforms, and privilege checks Speak something about necessity.
Some of the major categories of excluded groups in India include women, Dalits, tribals, Muslims and disabled persons. It also includes other disadvantaged groups such as transgender and bonded laborers. According to the National Sample Survey the organization report, the labor force participation rate for women is a dismal 23.3%, while for Muslims it is 33.8%, OBC 40%, Dalits 41.2%, Adivasis 46% and other social groups at 37.5%. With a large informal sector, bonded laborers who are unorganized, poorly paid and with low job security are thought of. Comprise 10% of the labor market. Bonded laborers are usually barred from switching employers in search of better working conditions, are exploited for a long time against low and often irregular wages, and offer very little labor protection as part of their employment. Although India declared bonded labor illegal through various forms of bondage in 1976, it still exists today. Currently around 400 million workers in India are employed in the informal sector. In other words, 86 out of every 100 workers work outside legal protection, social contract and security and the remaining work for the protection of employees. Thus, inclusiveness means a completely different approach to those in the informal economy in which bonded labor is a part.
A move by the Supreme Court of India in April 2014 gave legal recognition for the first time to transgender people as third as gender, by classifying them as Other Backward Classes,, thereby increasing education and public employment. Their reservation was allowed. This is another step towards creating a more inclusive climate.
On paper, Indian laws provide maternity benefits to women workers, equal pay to men for equal work and protection from sexual harassment. There are also laws to protect against exploitation and other forms of discrimination at work. However, while there are laws in place to protect minorities, the record for implementation indicates malfunctions as few.
Thus, while the Indian Constitution has made room for access without discrimination, and has laws to protect and protect the interests of minorities, its inclusion in its entirety is far from complete. Guidelines such as Thorat’s report principles and reports serve as guidelines and markers, but do not necessarily include them. Even in the context of guidelines, while there are some policy guidelines for inclusion in education, there is no equivalent guideline for inclusion in the workplace. More importantly, in the Indian context, the meaning of diversity and inclusion can go beyond gender identity to include both visible and invisible in class, caste, religion, language, region and place, political affiliation or other such differences. is. This review mainly focuses on the understanding and practice of inclusion in the organizational context.
Developing definitions of inclusion
- One of the earliest descriptions of the term describes the extent to which individuals are allowed to participate and enable them to contribute fully.
- It is also seen as a degree, which is accepted and perceived by an employee as an insider by others in the work system.
- Along with a continuum of exclusion-inclusion, it is discussed as the degree in which individuals feel a part of important organizational processes. These processes include access to information and resources, engagement with supervisors and co-personnel, and the ability to influence and participate in the decision-making process.
- It is also seen as the removal of barriers to full participation and contribution of employees in organizations.
- As to what extent employees believe that their organizations are engaged in efforts to involve all employees in the mission and operations of the organization in relation to their individual talents.
- Focused on the need for ness relatedness, some researchers define inclusion as lusion when individuals feel a sense of belonging, and inclusive behaviors such as contributions and pricing from all employees are part of daily life in the organization.
- Accepted is the most widely accepted, contemporary approach to inclusiveness that defines it as “the degree to which an employee believes that he or she is a respected member of a work group experiencing treatment. Meets the need for familiarity and uniqueness most.
- Lusion inclusion is seen as a process and a condition. Change is defined as an active process of change or integration, as well as an outcome, such as a sense of belonging, inclusion is an active process of change (to include) and an emotional outcome (I think included) is supposed to involve both.
Feelings of inclusion are believed to be driven by perceptions of fairness and honor, and value and belonging. In other words, when employees are involved, they will not only say that they are treated fairly and respectfully, but also that their unique value is known and appreciated, and that they belong to the group. Thus, a first level of inclusion is contingent on equality and participation, where employees look to other reference groups (such as men vs. women) to see if the organization treats them appropriately in terms of salary, rewards, etc. and feeling a sense is. Inclusion is the uniqueness element of inclusion. This means that employees are constantly being scrutinized to see if their specificity is being confirmed and appreciated by the group and organization and whether they have a voice in decision making. It then represents the second level of involvement – about being a voice and being connected.
Theoretical Basis of Inclusion
In the concept of inclusivity, many researchers draw attention to social identity theory, optimal uniqueness theory, and the need for belonging.
- According to social identity theory, a self-concept is derived from being a member of specific social groups, especially in groups that have a high degree of identity. Understanding the notion of inclusion is related to a larger social group, which in turn is related to the psychological well-being of employees.
- According to optimal uniqueness theory, individuals need to be accepted by the respective groups in order to optimize their need and need for compression.
- Experience inclusion has been identified as focusing on the psychological experience of being accepted and treated as an insider in the workplace, while maintaining one’s uniqueness. It has been invoked as a way to celebrate “me” within the “we”, focusing on recognizing the uniqueness of various individuals and promoting their value to promote inclusion.
- People appear to have two conflicting needs of belonging and uniqueness in group settings. When individuals feel similar to other members of the group, they try to differentiate themselves to feel unique. And on the other hand, when they feel very different from the group members, they feel that they are not related and may try to assimilate and become more equal.
Psychology of inclusion
Understanding the dynamics of inclusion and exclusion is the first step towards striving for it. The need for belonging, the need to maintain a positive social identity and the need to maintain a specificity in a broader social context, all underline the struggle for inclusiveness.
A social psychological perspective to understand exclusion and inclusion has been offered by some authors. Prejudice, discrimination and exclusion are seen as psychological processes that affect the inclusion of employees. While presenting a framework for understanding social inclusion and exclusion, Abrams and peers discuss the various psychological effects of exclusion, the objectives implemented by it, and possible responses and interventions to address them. Psychological effects of exclusion may vary from:
- threat to self-concept
- lowered self-esteem
- anger, despair and emotional denial
- cognitive impairment
In turn these can be applied to:
- Need to belong
- Need for meaningfulness, validity and uniqueness
- Need for positive self-concept
- Reputation Management
- Threat avoid danger or discomfort
Responses to exclusion vary from:
- Wanna fight back.
- Assimilation, ingratiation, or attempt to rejoin via Creating new boundaries that exclude others and include the self.
- Question based on validity or exclusion.
- Expressing hostility through prejudices.
- Withdrawal as reducing contact with the source of exclusion.
- Engaging in self-destructive behavior.
Either way, exclusion almost always leads to negative psychological and behavioral consequences for individuals, groups, and the organization in the long run. A momentum of exclusion, fueled by anger, resentment, and frustration, is the trigger of further exclusion and eventual conflict, in which excluded individuals become potentially aggressive and even distracted. It is proposed that in response to exclusion, a person is responding to the basic needs of belonging, self-esteem, control, and meaningful existence. A threat to belonging and self-esteem may promote efforts toward re-inclusion or reconciliation, while a threat to control and meaningful survival may provoke retaliation and attempt to regain control over others. Interestingly, it is often marginalized members who become more prototype members of the group as a way to respond to potential exclusion threats and ensure inclusion. It is the need to drive this behavior, so that they, who are closest to the out-group, appear to try their hardest to resist equality with them.
Forms or modes of exclusion can also be many. They can be taken in various forms, such as:
- Ideological or moral
- Active Communications
Exclusion from the visible isolation and communicative practices that characterize it may also be ideologically grounded in more abstract forms and based on popular social representations, which are more difficult to identify. At one level, exclusion transits may occur based on geographic, religion, national or ethnic differences. At the social level, this may be reflected in the stigma of some groups that do not subscribe to Special rules, such as gay people. Exclusion can also occur at the institutional level, where the basis of inclusion and exclusion is defined by various institutions. The most common level is one of intergroup and intragroup where exclusion is directed outside the group prototype or even to those that do not conform ‟T or that are not considered valid members. Reciprocal and even intrapersonal exclusions exist, mutually exclusion or exclusion refers to cognitions and behaviors Between people, and in interpersonal, refers to a person’s cognitive and emotional frame, which serves as the basis for exclusion,, such as a white person not having the necessary mental frames to think and feel like a person of color.
Suggested interventions of exclusion include:
- Reclassification through general group membership.
- Encouraging dual identity or subordinate levels of relationships.
- Creating opportunities to build cross cutting relationships that eliminate divisions.
- Providing alternative opportunities to define oneself.
- Limit damage by ensuring better communication and transparent procedures and justice.
Discrimination that derives from discrimination and prejudice begins with the classification of others as members of one group (ingroup) or other groups (outgroup). This bias, stereotyping, when individuals are encouraged to re-classify themselves as members of a superordinate group (such as an organization) rather than as individual groups (such as divisions based on gender or work functions). And are thought to reduce discrimination.
Conduct and inclusion results
- Inc. A Deloitte report found drivers of inclusion in competency-based practices and policies, senior leader behavior, managers’ behavior, and work-life balance.
- That is one of the few studies that have been included from an individual’s point of view, research incorporating an individual’s personality, control of control, confidence, and self-confidence as factors that influence inclusion.
- ‟Inclusive environments have been shown to influence employees willingness to go beyond their job-related roles to engage in citizenship behavior.
- P at the interpersonal level, including respect and acceptance, empathy, listening skills, dignity, trust, decision-making rights and access to information. Inclusion occurs when employees view others in the context of oversimplified stereotypes, thus creating and maintaining differences rather than working to integrate and overcome differences.
- Comes inclusive work climate has been linked to employee outcomes of well-being, job satisfaction and organizational commitment.
- Other outcomes of inclusion include high quality work relationships, job satisfaction, intention to live, job performance, creativity, and increased career opportunities.
Climate of inclusion
A climate or culture of inclusion is considered to exist when:
- People from all social identity groups have the opportunity to be present, to hear and appreciate their voice and to be involved in core activities on behalf of the collective.
- One is a multicultural, inclusive organization “in which the diversity of knowledge and attitudes of members of various groups has shaped its strategy, its functions, its management and operations systems, and its core values and criteria for success”.
- Is a climate of inclusiveness characterized by fairness, open communication and transparent recruitment, promotion and development. Such climates are ready for employees speak and participate more fully, and discrimination and harassment are less. It is also influenced by the appreciation of the contributions of the members by the leader.
- An employee feels that their work life is thought to come from equilibrium, of which an employee is also seen as a whole person with a life outside the workplace. Once the employee’s ability to balance work-life commitment is also seen as an indication of the organization’s support for diversity.
However, there are ambitions and contradictions in the methods of inclusion in organizations. Some cautions, which bypass the effects of always being included with inclusive measures, can make power relations and conflicts in organizations invisible. Others emphasize the importance of “identity-blind” practices such as conflict resolution processes and other participatory systems that engage all employees at the same level disregarding their identity groups.
However, the more diversity and inclusion strategy is tied to the core business strategy, the more effective it will be. One case is that diversity and inclusion efforts should be considered as one culture to change the way other large-scale OD initiatives take place.
Leadership and inclusion
Understanding how inclusive leadership works
To appreciate and explore diversity within groups and to be conscious of the fuller salutary identities of themselves and others that frame social identities, one suggested approach is for leaders to identify multiple sources of their identity And sharing with others. This is followed by a large group discussion about the understanding of the role of identity in interpersonal interactions. This self-restrained practice thought to bring identity to the ground that might be the least and least obvious to an individual’s self and to others. This can not only help clear up confusion around a frame of reference used for others, but people are also able to see that when some specific identities are less important to them, they are also in others It can be ignored, or conversely, when some specific identities are more central to more than one conception, it may be mistakenly projected onto others. Such a process not only assists in detecting differences in people’s identities, but is also overlapping sources of identity between people, previously considered distinct. The implicit may be obvious, and prejudice and conservatism can all be traced intentionally.
By focusing on whether leaders should or should not support diversity, the discourse has now shifted to how leaders can increase differences and promote inclusion. Leaders play an important role in creating an inclusive climate, in formulating and formulating various diversity initiatives of the organization, and in shaping interactions and interactions from diversity to inclusion.
Recently there has been a shift from the position-based approach to leadership, which argues that leadership is a shared phenomenon built in people. Leadership is now thought of as a relational property rather than as an attribute or ability of an individual.
Social identity theory and LMX theory form the theoretical foundations for the relational and influence processes involved in major diverse teams. According to social identity theory, every person has both personal identity and social identity. Social identity stems from a relationship with group membership such as gender, race, nationality, language, etc. Social identity theory, along with self-categorization theory, argues that membership for groups is central to a self-concept, which provides a sense of both and distinctiveness, allowing individuals to constantly identify themselves and others like them and others. On the basis of categorize in-group and out-group.
Inclusion research suggests that achieving both inclusion and uniqueness is central to experiencing inclusion. This is consistent with the optimal uniqueness theory that argues that people have a dual need for validation of their uniqueness as well as belongingness in groups that are made up of individuals whom they feel in some way are equal. We do. Even if the individual feels a sense of belonging, if his or her specific identity is not accepted or accepted, the employee is forced to assimilate to the dominant social identity rather than actually experience inclusion and integration into the work group. Thus, leaders need to be aware of their own identities and be able to identify others with contradictions and common identities that visually override different demographics, thereby separating those who are individuals can stop feeling.
According to LMX theory, both leaders and their subordinate or direct reports play a key role in building quality relationships in the superior-subordinate dyads. A high-quality exchange is a place where the relationship is characterized by high levels of trust, engagement, and support, and not only in such a relationship do the subordinates display positive work results of high performance, but also When leaders develop quality relationships with employees, they encourage high-quality work relationships between and among members of the work group. Research also suggests that people who are similar and who belong to the same social identity group are more likely to develop high-quality relationships with them. Such in-group biases have to cross over to healthy work, especially in a diverse workgroup. When leaders focus on building high-quality relationships with all members, it facilitates the inclusion of a status hierarchy.
To reclaim the benefits of diversity, leaders must demonstrate through their actions, beliefs and commitment to diversity, creating opportunities for dialogue about differences, and in rules for acceptable behaviors when necessary. Must change. Leaders wishing to promote inclusiveness need to focus on building safe spaces that invite people to engage, demonstrate respect and desire to understand and engage members’ differing viewpoints. Empirical research has shown that when leaders appreciate and appreciate employee input, it helps to create work seasons that are high in psychological safety. Blindness to other social identities can also be harmful in a diverse work context. One of the ways in which leaders contribute to being less inclusive is by pretending that organizations are gender, racially or culturally neutral.
In addition, there is some research to show that some styles and behaviors of leaders also promote greater inclusivity than others.
- leadership is instrumental in creating and supporting inclusion in the workplace. There is evidence that inclusive leadership and inclusive practices can be seen as the ancestors of inclusion. Based on a study of organizations in the United States, it was found that authentic leadership was associated with inclusion.
- Empowerment found in reflected catalyst research was the behavior that most reflects altruistic leadership. Personal humility, courage and accountability followed empowerment as key indicators of philanthropic leadership within all six countries.
- Have the characteristics of an inclusive leader have also been identified as one who is visually connected to champion diversity and initiative, seeks and values employees Values Contribution, a collaborative leadership style Performs, has the ability to manage conflict, builds competency based competence, possesses cultural competence and creates a sense of collective identity.
- To some cultural contexts, leader behaviors were found to have a great influence on employee innovation and team citizenship through inclusion, such as in China, where relatively strong links existed between philanthropic leadership, inclusion, innovation, and citizenship.
Creating an inclusive workplace
Today many organizations have employee resource groups, also known as affinity groups, which are essentially networks established to foster a welcoming environment for minority or undernourished groups. Efforts to create inclusive workplaces must consider individual differences, needs, and perceptions as well as focus on creating structures, systems, and processes that treat people as valued and equitably.
Inclusive environments are places where individuals of all backgrounds feel well, valued for who they are and are also part of making important decisions. In such organizations, nontraditional employees are not expected to simply assimilate key criteria.
Specific skills and competencies required for inclusion in a study are explored. Using the critical incident method, the researchers identified the required values at three levels, for knowledge/ skills as line/ staff, middle managers and top leadership as shown in Table 1. The most frequently appearing topic was empathy. Self-awareness and listening skills also cut across all levels of the organization.
Table 1: Values/Knowledge/Skills found necessary for creating inclusion
Acceptance of differences
Building healthy coalitions
Openness to new ideas
Awareness of relevant laws
Appropriate communication Tact
Ability to relate
*Common across all levels of hierarchy within an organization
Leaders aspiring to build inclusive cultures need a wide variety of talents, experiences and identities that employees bring and, at the same time, find common ground, balancing centrality and uniqueness to the notion of inclusiveness needed. If leaders focus too much on exclusivity, this can lead to employees feeling isolated or rude. On the other hand, focusing exclusively on blending may make employees hesitant to share ideas and opinions that may alienate them, increasing the likelihood of groupism. Thus, when employees are unique and recognized for their differences, and they feel a sense of belonging based on sharing certain commonalities and goals with others, organizations offer the best opportunity to benefit from workforce diversity.
Agenda for future inclusion
To a large extent, practices of diversity and inclusion are based on intuition and experience rather than empirical evidence. Some organizations in India have come together to create benchmarking tools or some type of standards. For example, India has a government agency, the Equality and Human Rights Commission, which promotes and monitors human rights and tries to implement through practice and guide, practices for equality and inclusion.
Diversity and inclusion efforts are initiated, either for good reasons or as a public relations vehicle, or when employers are indecisive, with no negative impact. It is also possible that a managerial strategy to promote diversity and inclusion may actually promote new types of differences and exclusions, as noted in qualitative research, which may lead to unintended consequences of exclusions and which the employee may actually resist.
The rhetoric of diversity and inclusion in today’s organizations really needs to be scrutinized to the extent of meeting the reality and the expression of voice among minorities. Thus, it is important to ensure that efforts for diversity and inclusion are not minimized, as perceived by members of the minority group, and also seen as appropriate by others in the organization.
It is also important to realize that one size may not fit all. It is important to recognize that the dimensions of diversity in cultures differ in scope and importance and that organizational leaders should be aware of them. India is considered one of the most diverse countries in the world, and Indians have a subliminal ability to manage diversity. To create this capable conscious leaders within India can begin an examination of fundamental beliefs based on an understanding of diversity and inclusiveness. Exclusion issues in South Asia, for example, revolve around gender and include language, income, location, citizen or migrant, refugee or internally, including race, tribe, and other complications of the community. Displaced persons etc. Thus, understanding inclusion. There is a need to adopt a local lens and connect to particular subfields that define exclusion in the region.
Diversity is taken advantage of through inclusion, requiring employees to feel valued and included by an organization. It calls for evaluating differences between organizations and people and overcoming differences simultaneously. The central discourse on diversity is the principle of fairness and justice. Individuals should be appreciated, treated appropriately, and accepted from whatever source or base from which they derive their identity. Presumably, when organizations invest in diversity, they stand to gain greater goodness and respect in both clear and economical ways, but in other subtle forms of respect,strong allegiance and greater well-being which command in the process.
Building inclusive culture goes beyond diversity-based recruitment and diversity training and includes holistic ways of leveraging diversity. This includes re-inclusive interactions ranging from demographic diversity to idea diversity, and ultimately the inclusion and addressing of prejudice, conscious and unconscious, which can become a barrier to acceptance and integration. When employees feel, in a true sense, beyond just lip service, they are able to bring themselves as a whole to the organization, able to express and deliver a voice in an unpleasant way that is effective Problem resolution, provides creativity, enables innovation and better and performance in various ways.
Most concepts involve the notion of relatedness and uniqueness as previously discussed. Based on previous research, what is interesting and further explores is that participants in the Catalyst survey in India did not report these dimensions as separate elements of inclusion. It is therefore also worth exploring what meaning and interpretation, diversity and inclusiveness is in the Indian context of the work, where multiple identities coexist with each other for space. Are specific identities relevant and inform the discussion on inclusion? With innumerable identities in India, do workers here have a distinct notion of diversity and inclusion? Does it also involve feeling that personal identities are ignored or recognized? Is it important to assimilate or integrate it? Are people in India looking for strategies for blind identification to manage diversity or do they need a whole new approach that is jobless. What is the individual difference in perceptions of role play and how does the leader’s behavior affect inclusion in a culturally sensitive way? Which specific leader’s behavior is needed to promote inclusiveness in the Indian context? These are some questions for further exploration.
- Gurchiek, Kathy. “6 Steps for Building an Inclusive Workplace.” SHRM, SHRM, 3AD, https://www.shrm.org/hr-today/news/hr-magazine/0418/pages/6-steps-for-building-an-inclusive-workplace.aspx.
- “How Organizations Can Foster an Inclusive Workplace | McKinsey.” McKinsey & Company, McKinsey & Company, 23 June 2020, https://www.mckinsey.com/business-functions/organization/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace.
- “SAGE Journals: Your Gateway to World-Class Journal Research.” SAGE Journals, https://journals.sagepub.com/doi/full/10.1177/0256090915601515.
- “The ‘How’ in Creating Inclusive Workplaces | McKinsey & Company.” McKinsey & Company, https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-blog/the-how-in-creating-inclusive-workplaces.
- “5 Strategies for Creating an Inclusive Workplace.” Harvard Business Review, https://www.facebook.com/HBR, 13 Jan. 2020, https://hbr.org/2020/01/5-strategies-for-creating-an-inclusive-workplace.
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