Is Diversity Management Sufficient? Organizational Inclusion to Further Performance

Abstract

This study focuses on the concept of organizational inclusion, which goes beyond diversity management, the dominant paradigm in the field of public administration. Although several studies in public administration mention the importance of inclusion, none of these studies have empirically tested its association with performance beyond diversity management. Data for this study comes from a survey conducted among public managers in Texas agencies. The study finds that diversity management alone is insufficient for improving workplace performance. What is required instead is an approach that promotes greater inclusion of employees in ways that takes their views into account and promotes self-esteem. The results show that productive workplaces exist when employees are encouraged to express their opinions, and their input is sought before making important organizational decisions. This requires supportive leadership and empowering employees with information and resources that will help them make important decisions about their jobs.

Inclusion and affective well-being: roles of justice perceptions

“…The key benefits of inclusion for individuals include higher levels of employee wellbeing and productivity, job satisfaction, and lower levels of turnover and absenteeism. These benefits can also be extended to the organizational level in the form of profits and performance (Sabharwal, 2014). This study examines how perceived organizational inclusion contributes to affective wellbeing, arguing that organizational inclusion influences affective wellbeing because it can influence employees' relational perceptions regarding organizational processes (i.e., procedural justice) and outcomes (distributive justice).…”

Listen carefully: transgender voices in the workplace

“…This, in turn, deprives organizations of the benefits that can arise from becoming more inclusive; for example, research finds that inclusive environments enhance worker attitudes (for a review, see McKay & Avery, 2015), and are associated with higher work quality (Sabharwal, 2014 climate of inclusion is necessary in order to facilitate the full participation of trans individuals at work, and this is unachievable as long as trans voices go unheard. Kopelman, Brief, and Guzzo (1990) posit that HRM practices are precursors to organizational climates, which suggests that having a clear inclusion or nondiscrimination policy or set of practices related to transgender employees -and making these visible on firms' websites -has the potential to improve not just transgender employee experiences on the job, but also performance across staff members more widely.…”

RE: Reflections and Explorations A Forum for Deliberative Dialogue

“…A large percentage of the "Ban the Box" ordinances regulate businesses in some form, a stipulation that complicates the issue for many. Since many firms reacted negatively to previous anti-discrimination legislation compliance requirements, such as affirmative action, one could predict a similar response in this case (Sabharwal, 2014). However, those views did not prevent affirmative action from yielding positive effects.…”