The Effects of Employee Resource Groups on Work Engagement and Workplace Inclusion

Cenkci, Ada T.; Zimmerman, Jeffrey; Bircan, Tuba

doi:10.18848/2328-6261/cgp/v19i02/1-19

Cited by 8 publications

(4 citation statements)

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“…At the same time, our research suggests they provide an array of benefits for the leaders and members of ERGs. In a study examining the impact of ERGs on workforce engagement and inclusion, Cenkci et al (2019) found numerous benefits discussed by employees, including positive effects on motivation or vigour, connectedness, feeling valued and respected and having a higher sense of belonging. ERGs are providing employees with opportunities to learn and find more purpose at work, which is being discussed as critical for retention.…”

Section: Discussionmentioning

confidence: 99%

Dynamics of Employee Resource Groups: Leader Experiences Driving Mutual Benefits for Employees and Employers

Schlachter,

Rolf,

Welbourne

2023

Compensation & Benefits Review

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Employee Resource Groups (ERGs), which bring together employees with shared identity or purpose, have been expanding around the globe. ERGs can be a recruiting and retention tool, providing member benefits of career growth, developing friends and providing expanded purpose at work. Given their popularity, they are of interest for researchers. Thus, we conducted a study focused on the ERG leader experience overall and the benefits to employees and employers offered by ERGs. We did this by conducting in-depth interviews with ten ERG leaders in three different organisations. Our work uncovered five ERG topics (or emergent themes) discussed by the interviewees: (1) ERG structure and leadership, (2) Multi-faceted purpose of ERGs, (3) Moving from ERGs to business resource groups (BRGs), (4) Leader time management and (5) Organisational support for ERGs. Additionally, we propose avenues for future research and suggest new work focused on the mutual benefits of ERGs for both individuals and organisations.

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Section: Discussionmentioning

confidence: 99%

Dynamics of Employee Resource Groups: Leader Experiences Driving Mutual Benefits for Employees and Employers

Schlachter,

Rolf,

Welbourne

2023

Compensation & Benefits Review

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“… Training programs that educate employees on inclusive behaviors, awareness of unconscious biases, and how to become allies to minorities and individuals from disadvantaged groups (Mccoy, 2021).  Employee resource groups consisting of voluntary members who share common interests or backgrounds and meet periodically to discuss and act on issues pertinent to their group (Cenkci et al, 2019).  Recruitment and retention strategies aimed at hiring and developing diverse talent into leadership roles (Cenkci et al, 2019).…”

Section: Diversity Equity and Inclusion Programsmentioning

confidence: 99%

“… Employee resource groups consisting of voluntary members who share common interests or backgrounds and meet periodically to discuss and act on issues pertinent to their group (Cenkci et al, 2019).  Recruitment and retention strategies aimed at hiring and developing diverse talent into leadership roles (Cenkci et al, 2019).  Community engagement activities connecting the organization to the broader community because failing to acknowledge and engage in the inequities that impact the community may negatively impact the organization in the long run (Mmeje et al, 2020).…”

Section: Diversity Equity and Inclusion Programsmentioning

confidence: 99%

Breaking the Invisible Wall: Barriers to DEI Program Implementation

Nwoga

2023

OJBM

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Many organizations acknowledge the importance of creating inclusive workspaces but struggle with implementing effective DEI initiatives. The purpose of this study is to uncover the internal organizational barriers to effective DEI program implementation in organizations. The researcher conducted a comprehensive database search and quality appraisal for the best available data resulting in the inclusion of 13 high-quality articles. Synthesis of evidence that emerged from inductive thematic coding of the 13 articles yielded findings of this study which are-DEI solutions not aligned with organizational DEI needs, no pre-mortem to minimize implementation challenges, and organizational culture at odds with DEI strategy. A limitation of this study is the small number of articles synthesized so the study may not have addressed all the contexts related to this study. This study highlights the importance of hiring a DEI consultant to help organizations navigate the DEI initiatives implementation process, conducting a DEI audit to understand the DEI status of the organization and existing gaps, setting DEI goals based on existing gaps and incorporating metrics to track and measure success. This study provides a good starting point for organizations looking to implement DEI initiatives effectively.

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“…These groups can foster community building, offering mentorship, leadership, and professional development opportunities independently of institutional support ( Green, 2018 ). Past studies have shown that ERGs have tangible effects through reductions in employee turnover ( Dutton, 2018 ) and elevated work engagement via cultivating inclusivity, feelings of connectedness, and a sense of belonging ( Cenkci et al, 2019 ). In the context of STEMM, groups similar to ERGs can be formed including minority writing account ability groups ( Spencer et al, 2022 ), which offer a safe space to write grants and manuscripts.…”

Section: Establish Employee Resource Groupsmentioning

confidence: 99%

Recognizing and addressing environmental microaggressions, know-your-place aggression, peer mediocrity, and code-switching in STEMM

Neikirk,

Silvers,

Kamalumpundi

et al. 2023

Front. Educ.

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Diversity, equity, and inclusion (DEI) initiatives are critical for fostering growth, innovation, and collaboration in science, technology, engineering, mathematics, and medicine (STEMM). This article focuses on four key topics that have impacted many Black individuals in STEMM: know-your-place aggression, environmental microaggressions, peer mediocrity, and code-switching. We provide a comprehensive background on these issues, discuss current statistics, and provide references that support their existence, as well as offer solutions to recognize and address these problems in the STEMM which can be expanded to all historically underrepresented individuals.

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The Effects of Employee Resource Groups on Work Engagement and Workplace Inclusion

Cited by 8 publications

References 0 publications

Dynamics of Employee Resource Groups: Leader Experiences Driving Mutual Benefits for Employees and Employers

Dynamics of Employee Resource Groups: Leader Experiences Driving Mutual Benefits for Employees and Employers

Breaking the Invisible Wall: Barriers to DEI Program Implementation

Recognizing and addressing environmental microaggressions, know-your-place aggression, peer mediocrity, and code-switching in STEMM

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