Academic literature on the topic 'Diversity and inclusion in the workplace'

Woodside is a leading natural gas producer in Australia, operating 6% of the global supply of liquefied natural gas. Woodside has been on an accelerated inclusion and diversity journey since 2015, with female and Indigenous Australian participation growing each year, and recognition through the Australian Workplace Equality Index as the oil and gas sector’s most LGBTI+-inclusive company in 2019.This paper sets out experiences and learnings from Woodside’s journey so far, including: the way Woodside uses measurable objectives to set expectations and increase accountability; why everyday people decisions matter; the critical role of inclusive, employee-driven networks to support under-represented groups, and also engage the broader workforce.

It is usually assumed that the Alert Collector column author has some expertise on the subject covered. This is especially true this issue for author Andrew R. Grissom’s column on workpace diversity and inclusion. Grissom is an information professional at a nonprofit devoted to these issues. You could say he “lives and breathes” this topic. The column has something for all libraries, whether you are seeking to expand your circulating collections or offer an in-house collection of resources to help your library create or maintain an inclusive workplace.—Editor

The Rights of Persons with Disabilities Act, 2016, and the Rights of Persons with Disabilities Rules, 2017, have contributed to companies not only ensuring that at least 3% of their workforce is differently abled but also providing assistive technology, tailor-made training and support systems to ensure that PWDs learn and grow in their jobs. (Shekhar, 2018). It is important to understand the extent to which organisations are responsibly creating an inclusive work environment to welcome and improve the number of PWD’s. It is also important to study the employee awareness on the Persons with Disabilities (PWD’s). Study has found that organisations need to improve employee awareness about the PWD’s and include them in the organisation. The study is an attempt to create an awareness on building an inclusive work culture. Keywords: Diversity, Inclusion, Person with Disability (PWD’s), culture

Objectives. To provide empirical evidence of the positive effects of exposure to inclusive language on trans employees’ well-being. Methods. We leveraged unique data from a large Australian national survey of workplace diversity and inclusion (2020 Australian Workplace Equality Index Employee Survey), focusing on a subset of trans respondents (n = 453). We derived self-reported and aggregate-level measures of exposure to trans-inclusive language and created a multidimensional index of employee well-being. We examined their relationships using fully adjusted random-intercept multilevel regression models. Results. We found strong, positive, and statistically significant associations between different indicators of exposure to inclusive language at work and trans employees’ well-being. These relationships were large in magnitude and emerged in the presence of an encompassing set of sociodemographic and workplace controls, including other markers of workplace diversity and inclusion (e.g., victimization experiences and identity disclosure). Conclusions. Our results provide robust evidence indicating that efforts to foster inclusive language at work can yield substantial, positive effects on trans people’s feelings of belonging and inclusion, thereby contributing to their overall socioeconomic integration. (Am J Public Health. 2022;112(3):482–490. https://doi.org/10.2105/AJPH.2021.306602 )

PurposeThe theory building of inclusive workplace is still in its early stages, particularly concerning the inclusion of the poor in the developing countries. Through the exploration of social entrepreneurial inclusion, this study extends the inclusive workplace theory by featuring the inclusive dynamism of organizations for the poor in developing countries.Design/methodology/approachA case study approach was selected, as the goal of this study is to build on the theory in an under-researched area. This qualitative study is described as theory elaboration as it expands upon theoretical links that have received little attention among workforce diversity scholars.FindingsWe have established a conceptual framework of social entrepreneurial inclusion, which encompasses the following normative themes: organizational perspective for promoting social equality, empowering relationships, a sense of inclusion, organizational access to valuable resources and empowered inclusion.Research limitations/implicationsAlthough we have taken an exploratory qualitative approach and made efforts to report our data neutrally, we acknowledge that the ethical and theoretical positions taken in analyzing the data may have influenced the outcome of this research and, therefore, our findings can never be truly objective. We also acknowledge that this study was conducted in developing countries, thus the poor inclusive workplace model is not generalizable for the poor in developed countries due to different institutional and ecological settings.Practical implicationsWe have illustrated the importance of business leaders leveraging the opportunities in the space between interdependency of individuals and organizations through doing well by doing good. Poor-inclusive workplaces need business leaders who can demonstrate the effective interpersonal skills to develop constructive and personalized relationships with the workers, the family and community members to encourage the idea that the poor be included in the workplace.Social implicationsThe findings from this study also infer how corporations may collaborate with SEs and humanitarian agencies for inclusive growth so they can simultaneously unleash economic value and social value to develop more effective poor-inclusive business models in both sectors. Social entrepreneurs (SEs) and humanistic agencies tend to have situated knowledge of the poor in terms of locally embedded needs and knowledge of the community that corporations do not have.Originality/valueThis paper promotes the integrative workplace models of inclusion where inclusion of poor is empowered through involvement of multiple parties inside and outside workplaces. The empowered inclusion outcomes are strengthened through organizational access to valuable resources at the institutional level.

The focus of this study is the management of workers with disabilities as efforts to achieve an inclusive workplace in PT. Trans Retail Indonesia. The study also elaborates supporting and inhibiting factors in the implementation of labor management. This is a qualitative research that collects the data using literary studies, observation and in-depth interview. The result shows that the management is started from knowledge level of the company about workers with disabilities, selection process, development, compensation and maintaining the employs. In addition, they identify key factors of managing different ability such as stakesholders, associate support, mentoring and counseling for workers with disabilities. The obstacles of managing workers with disabilities include professionalism, communication, and productivity that lead to an attempt of firing. Overall, PT. Trans Retail Indonesia can be classified as one with ability to develop diversity management in order to organize a workplace inclusion.[Penelitian ini membahas pengelolaan tenaga kerja difabel (diversity management) di PT. Trans Retail Indonesia serta faktor pendukung dan penghambat dalam pelaksanaan pengelolaan tenaga kerja penyandang disabilitas yang diterapkan oleh perusahaan dalam mewujudkan tempat kerja yang inklusif. Ini adalah penelitian kualitatif yang mengumpulkan data dari literatur, wawancara, dan observasi. Analisis dimulai dari pemahaman perusahaan mengenai tenaga kerja difabel, pengadaan tenaga kerja, pembinaan tenaga kerja, pemberian balas-jasa dan pemeliharaan tenaga kerja. Penelitian menemukan faktor pendukung pengelolaan tenaga kerja berupa kerjasama stakesholders, dukungan rekan kerja, pendampingan serta konseling bagi karyawan difabel. Sedangkan faktor penghambatnya adalah komunikasi, dukungan sejawat, tenaga profesional dan produktivitas kerja karyawan difabel yang mengancam keberlanjutan kerja mereka. Meskipun demikian, PT. Trans Retail Indonesia dapat dianggap memiliki modal yang cukup untuk mengembangkan diversity management dalam upaya mewujudkan workplace inclusion. ]