Which should come first? Examining diversity, equity and inclusion

Abstract

Purpose The purpose of this critical review is to address issues with the current school of thought that diversity must come before inclusion in the diversity, equity and inclusion (DEI) process and propose an alternate solution. Design/methodology/approach This review takes a critical constructionist lens such that changes in social norms have morphed over time, refining the meaning and implementation of DEI initiatives in research and the workplace. This review is framed within the context of hospitality organizations. Findings The conflicting results in DEI research (whether DEI practices are positive or negative) are explained by diversity being the core factor. It is proposed that inclusion is the starting place and determinant of success in creating a diverse workforce. If inclusion comes first and is followed by equitable treatment, then diversity (and diverse representation) naturally follows. Research limitations/implications This review offers a novel perspective on the relationship between diversity, equity and inclusion, which was previously ambiguous. Research rarely includes all three as variables in the past, and does not use diversity as an outcome, but rather as a starting point. Originality/value This research suggests that unless an organization begins with an inclusive climate, there will be no benefit to having diverse candidates, nor will there be long-term retention of a diverse staff. It is recommended to begin with inclusion, implement equitable practices and diversity will increase through the enacted and espoused values.

Do employees’ perceptions of diversity management enhance firm’s financial performance: the moderating role of board members’ diversity level

“…Our results imply that, whether employees are based on specific groups and backgrounds or not, employees are mindful of how the company's policies and practices address workplace diversity and inclusion issues. This finding is congruent with previous studies that say diversity management should be beneficial to all employees who consist of main internal stakeholders (Madera, 2018;Russen and Dawson, 2023;Xiang et al, 2022). Furthermore, corresponding with prior studies based on the service-profit chain theory, our results imply when employees perceive the company's policies and practices as appropriate to all of them, they recognize the quality of diverse and inclusive work environments and contribute to organizational financial performance in the diversity context (Hubbard, 2007;Huertas-Valdivia et al, 2022).…”

“…Understanding employees' various perspectives enables hospitality companies effectively promote diversity management where the employees openly share various experiences, cultures and talents (Luu, 2019). By perceiving a favorable and inclusive working environment, hospitality employees are more probable to enhance their job satisfaction and performance, resulting in higher service value (Hsiao et al, 2015;Hubbard, 2007;Russen and Dawson, 2023). Diverse employees with greater satisfaction and productivity would be more attentive and knowledgeable to satisfy hospitality customers from various backgrounds and locations by understanding cultural differences and sensitivities (Kalargyrou and Costen, 2017;Quach et al, 2017).…”

“…Given the rapid change of demographics and diverse public perceptions, the diversity and inclusion issue has recently gained enormous attention from researchers and practitioners (García-Rodríguez et al, 2020;Russen and Dawson, 2023). To be clear, diversity refers to the mixture of different and similar characteristics from people's gender, age, nationality, religion, physical ability and economic and cultural backgrounds (Hubbard, 2007), whereas inclusion means a series of intentional actions and efforts to make environment and climate for accommodating diversity (Kalargyrou and Costen, 2017).…”

“…In academic, recent hospitality studies regarding diversity shed light on employees' perceptions of the company's diversity management beyond the heterogeneity level of employees (García-Rodríguez et al, 2020;Hsiao et al, 2015;Jolly and Self, 2020;Madera et al, 2017b). Companies conduct diversity management to create inclusive working environments for employees where all employees are equally treated regardless of their differences by developing diversity and inclusion policies and practices (García-Rodríguez et al, 2020;Kalargyrou and Costen, 2017;Russen and Dawson, 2023). A company's diversity management includes various organizational strategic actions to not only organize a diverse group of employees but also promote the inclusion of minorities and majorities in effectively improving organizational performance (Hubbard, 2007;Madera et al, 2017a;Mooney, 2020).…”

Whiteness as credential: exploring the lived experiences of ethnically diverse UK event professionals through the theory of racialised organisations

“…Thus, we have shown how experiences of work in the events industry are racialised and occur within the context of racial relations of power that marginalise and, sometimes, actively discriminate against ethnically diverse individuals. In so doing, it makes a significant contribution to EDI research in the fields of hospitality and events management which have, until now, prioritised developing understandings of gender, disability and LGBTQ+ communities (Russen and Dawson, 2023). Until race and racism become central to theorising about organisations – and acknowledged as integral to the ways in which events organisations operate and are experienced by different individuals – efforts to promote diversity will largely fail as the underpinning power struggles and race relations (amongst other axes of power) remain unchanged.…”