In the present research, we introduced a conceptual framework of inclusion and subsequently used this as a starting point to develop and validate a scale to measure perceptions of inclusion. Departing from existing work on inclusion and complementing this with theoretical insights from optimal distinctiveness theory and self‐determination theory, we proposed that inclusion is a hierarchical two‐dimensional concept consisting of perceptions of belonging and authenticity. In addition, we posed that in the process of inclusion, it is the group rather than the individual that has primary agency. From this conceptualization, we developed and validated the 16‐item perceived group inclusion scale (PGIS). Data from two samples supported our proposed configuration of inclusion. In addition, the PGIS appeared to be a reliable measure of inclusion and was demonstrated to possess both nomological and predictive validity. Taken together, this research contributes to the conceptual refinement of the inclusion construct and offers researchers a reliable and valid tool to conduct future inclusion research. Copyright © 2014 John Wiley & Sons, Ltd.

In two experiments we tested how explicitly including the cultural majority group in an organization's diversity approach (all-inclusive multiculturalism) affects the extent to which majority members feel included in the organization and support organizational diversity efforts. In Study 1 we focused on prospective employees. We found that an all-inclusive diversity approach, compared with the "standard" multicultural approach in which the majority group is not explicitly made part of organizational diversity, led to higher levels of anticipated inclusion for those with a high need to belong. In Study 2 we turned to sitting organizational members. Here, we again found that an all-inclusive multicultural approach increased perceptions of inclusion, but now the effect was present regardless of individual levels of need to belong. Perceived inclusion, in turn, was positively related to majority members' support for organizational diversity efforts. Together, these findings underline the effectiveness of an all-inclusive multicultural approach towards diversity.

We examined how perceived organizational diversity approaches (colorblindness and multiculturalism) relate to affective and productive work outcomes for cultural majority and minority employees. Using structural equation modeling on data collected in a panel study among 152 native Dutch majority and 77 non-Western minority employees, we found that perceptions of a colorblind approach were most strongly related to work satisfaction and perceived innovation for majority members, while perceptions of a multicultural approach "worked best" for minority members. Moreover, these effects were fully mediated by the extent to which employees felt socially included in the organization. Thus, while inclusion is an important factor for both groups to enhance work outcomes, it is facilitated by different diversity approaches for majority and minority members.

Having a gender diverse workforce is important to organizations in many respects. Gender diversity can improve internal work processes, may enlarge the organization's external network, and can enhance the moral image of the organization (Jackson & Joshi, 2011; Phillips, Kim-Jun, & Shim, 2011). Yet, while gender diversity may offer organizations a competitive advantage, research suggests that individual employees sometimes struggle with being different from their colleagues in terms of gender (i.e., being gender dissimilar). For example, gender dissimilarity has been found to be negatively related to the extent to which employees identify with their coworkers, resulting in reduced work performance (Guillaume,