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Journal articles on the topic 'Diversity and inclusion in the workplace'
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Lyall, Ruth. "From diversity to inclusion: Woodside Energy's inclusion and diversity journey." APPEA Journal 60, no. 2 (2020): 473. http://dx.doi.org/10.1071/aj19228.
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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.
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Grissom, Andrew R. "The Alert Collector: Workplace Diversity and Inclusion." Reference & User Services Quarterly 57, no. 4 (June 15, 2018): 243. http://dx.doi.org/10.5860/rusq.57.4.6700.
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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
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Daigh, Aaron Lee M. "Diversity and Inclusion: Building a Vibrant Workplace." CSA News 64, no. 6 (June 2019): 26–31. http://dx.doi.org/10.2134/csa2019.64.0615.
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Hight, Donna L. "Managing Workplace Diversity and Inclusion: A Psychological Perspective." European Journal of Training and Development 41, no. 8 (September 5, 2017): 737–39. http://dx.doi.org/10.1108/ejtd-07-2017-0065.
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Carter, Elizabeth. "Workforce Diversity -- A Journey Through Inclusion and Diversity in the Workplace." Journal - American Water Works Association 109 (January 1, 2017): 14–16. http://dx.doi.org/10.5942/jawwa.2017.109.0007.
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Dhuru, Prajakta S. "Inclusion of PWD’s at workplace." YMER Digital 21, no. 07 (July 7, 2022): 303–11. http://dx.doi.org/10.37896/ymer21.07/23.
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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
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Perales, Francisco, Christine Ablaza, and Nicki Elkin. "Exposure to Inclusive Language and Well-Being at Work Among Transgender Employees in Australia, 2020." American Journal of Public Health 112, no. 3 (March 2022): 482–90. http://dx.doi.org/10.2105/ajph.2021.306602.
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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 )
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Fujimoto, Yuka, and Mohammad Jasim Uddin. "Poor-inclusive workplace model: A Relational Perspective." Equality, Diversity and Inclusion: An International Journal 39, no. 8 (June 24, 2020): 881–900. http://dx.doi.org/10.1108/edi-11-2019-0267.
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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.
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Matsuda, Yoriko, and Rie Ishikawa. "Gender diversity, inclusion and well-being in the workplace." Proceedings of the Annual Convention of the Japanese Psychological Association 82 (September 25, 2018): 1PM—113–1PM—113. http://dx.doi.org/10.4992/pacjpa.82.0_1pm-113.
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Poerwanti, Sari Dewi. "Pengelolaan Tenaga Kerja Difabel untuk Mewujudkan Workplace Inclusion." INKLUSI 4, no. 1 (June 15, 2017): 1. http://dx.doi.org/10.14421/ijds.040101.
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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. ]
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Linklater, Kate. "Inclusion Capital: How Police Officers Are Included in Their Workplaces." Societies 12, no. 5 (September 13, 2022): 128. http://dx.doi.org/10.3390/soc12050128.
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Policing organisations are increasingly expected to be representative of the diversity (e.g., gender, sexuality, ethnicity and religion) in the communities they serve. However, inclusion of these officers in the workplace often requires them to fit into prevailing police culture, meaning that the cultural changes expected in association with increased diversity are not achieved as readily in police organisations. Drawing upon semi-structured interviews with twenty police detectives, in this article, I assert that there are three core characteristics required of police officers needed to promote inclusion and acceptance in their workplace, regardless of their diversity status. These characteristics are cultural congruence, competence and team-player ability—together known as ‘inclusion capital’. The definitions of these three inclusion capital characteristics are shaped by the prevailing police culture and organisational policy and are subject to change. An individual officer’s understanding and ability to prove these three characteristics are reflected in how well they are included and accepted amongst their colleagues. This paper contributes to previous findings on police culture using Bourdieu’s theories of ‘capital’ in a new way to explain how and why police are included in their workplace. It also describes how these findings might be used by police managers to improve workplace inclusion for all minoritised officers.
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Tang, Ningyu, Xingshan Zheng, and Chiyin Chen. "Managing Chinese diverse workforce: toward a theory of organizational inclusion." Nankai Business Review International 8, no. 1 (March 6, 2017): 39–56. http://dx.doi.org/10.1108/nbri-03-2016-0010.
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Purpose This paper aims to apply and integrate the existing literature of inclusion to develop a multi-level theory of organizational inclusion for the more and more diverse workforce. Design/methodology/approach This paper first analyzes the issue of workforce diversity in China, and then reviews the concept of organizational inclusion. After that, this paper develops a multi-level model of organizational inclusion catering to Chinese diversity issue. Findings This paper outlines a series of propositions on how organizational, group, interpersonal and individual factors affect inclusion at both organizational and individual levels, and the consequences of inclusion in the workplace. Originality/value This paper is the first research to discuss the inclusion management in Chinese context. This paper proposes a multi-level theoretical model of organizational inclusion to guide empirical studies on the integration of the diversity in workplace in China.
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Gill, Gurwinder Kaur, Mary Jane McNally, and Vin Berman. "Effective diversity, equity, and inclusion practices." Healthcare Management Forum 31, no. 5 (August 16, 2018): 196–99. http://dx.doi.org/10.1177/0840470418773785.
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Demographics in Canada, and the workplace, are changing. These include population changes due to race, ethnicity, religion/faith, immigration status, gender, sexual identity and orientation, disability, income, educational background, socioeconomic status, and literacy. While this rich diversity can present challenges for patient experiences/outcomes and working environments, it can also present opportunities for positive transformation. For successful transformation to take place, strategies should focus on “Diversity, Equity, and Inclusion” (DEI) versus “diversity” alone and on creating inclusive team environments for positive staff experiences/engagement. There is a growing understanding of the relationship between the providers’ work environments, patient outcomes, and organizational performance. This article leverages the principle of improving the healthcare provider’s experience based on Health Quality Ontario’s Quadruple Aim (“people caring for people”). Based on learnings/experiences, the top three successful practices from the organization’s DEI strategy have been outlined in this article.
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Bendick, Jr, Marc, and Mary Lou Egan. "Using Information Regulation to Enhance Workplace Diversity, Inclusion, and Fairness." Argumenta Oeconomica Cracoviensia, no. 10 (2014): 59–77. http://dx.doi.org/10.15678/aoc.2014.1005.
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Cahill Pope, Patricia. "The Trust Imperative in the Workplace: Leveraging Diversity and Inclusion." Design Management Review 30, no. 3 (September 2019): 4–10. http://dx.doi.org/10.1111/drev.12182.
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Sabie-Aridi, Amalisha S., Darrell Norman Burrell, and Kevin Richardson. "Exploring Organizational Behavior and Workplace Diversity in Healthcare." International Journal of Health Systems and Translational Medicine 2, no. 1 (January 1, 2022): 1–13. http://dx.doi.org/10.4018/ijhstm.306970.
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Overlook hospital is facing major impacts that include (1) the minority nursing workforce is 4 percent, while the minority patient representation is 39%, (2) the hospital supply chain does not have one minority vendor, (3) 85 percent of minority nurses are dissatisfied with the work culture and job advancement opportunities, and (4) the hospital does not have a diversity and inclusion strategy. The hospital has experienced a series of community protests against the lack of diversity and discrimination at the hospital. The focus of is study is an exploration of diversity and inclusion in a hospital setting. An action research approach used included fact-finding interviews, barrier analysis, company policy assessments, content analysis of the problem in the literature, and recommendations based on the amalgamation of the triangulated data.
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Bai, Xinyu. "Introduce Diversity and Inclusive Management to organizational culture building and a combination with Chinese scenarios." BCP Business & Management 34 (December 14, 2022): 737–42. http://dx.doi.org/10.54691/bcpbm.v34i.3090.
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This paper is developed under the background of globalization and the development of the concept of workplace diversity. It is shown that workplace diversity has been beneficial for organizations’ development however it is a challenge for managers. For solving this problem, people started to focus on the issue of Diversity and Inclusion management. The management of diversity is a business technique used by firms to attract, maintain, and develop personnel from diverse backgrounds, and inclusion is a concept focused on employees‘ engagement. This article introduced organizational culture building, an invisible management method, which can create an invisible atmosphere that simulates the emergence of the developing goal, direction, and guiding concept, into the Diversity and Inclusion management process. It also brought up the opinion that the influencing mechanism between Diversity and Inclusion management and Organizational culture building is mutual, and especially focused on why and how to bring the idea of Diversity and Inclusion management into organizational culture development. It also provided several suggestions for companies to make the better implementation of this policy.
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Bhalla, Harsh. "Diversity in Business Development-Why Representation Matters?" International Journal of Management and Humanities 9, no. 5 (January 30, 2023): 12–15. http://dx.doi.org/10.35940/ijmh.e1557.019523.
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It has been rightly said by Josh Bersin- ‘Companies that embrace diversity and inclusion in all aspects of their business statistically outperform their peers.’ Today, Diversity and Ethnic Inclusion, popularly known as DEI, is gaining momentum in the corporate world. More and more companies are focusing on being diverse by incorporating D&I policies at all workforce levels. However, making a company diverse and inclusive is much more than a matter of ethics.It is also a driving force of growth,revenue, and profit. This article explores the current trends of the subject matter along with the contemporary statistical analysis and how the organizations are faring in this regard. One of the contemporary trends is inclusion of women and people of color in the leadership positions in business organisations- the same has been statistically proven to result in economic gains. This article enlists several instances and examples which further the cause and the subject matter of the point of workplace diversity. Furthermore, this article exposes the flaws in the current diversity rhetoric and outlines what a 21st-century inclusivity paradigm could look like as well as how leaders can foster it. The reader will be able to acknowledge the dynamic paradigm of this issue and will be able to understand a gist of the concept of workplace diversity and how it is still a work in progress.
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Suresh, Vasanthi, and Lata Dyaram. "Towards a confluence: disability inclusion and organizational change." Journal of Indian Business Research 12, no. 4 (July 1, 2020): 625–44. http://dx.doi.org/10.1108/jibr-03-2019-0068.
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Purpose Despite increased attention towards workplace disability in global and local development agenda, mainstream inclusion of persons with disability continues to be a challenge for most organizations. This paper aims to explore how organizations can be facilitated for adapting to the need and responsibility for change, towards evolving into disability inclusive workplaces. Design/methodology/approach This paper uses an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature. Findings This review indicates that in comparison with the other dimensions of diversity, disability brings unique challenges that need a differentiated management approach. Further, it finds a strong base for organizations to approach disability management as a strategic and transformative change initiative, aligning with some of the proven change and organization development (OD) interventions. Research limitations/implications This paper draws implications for disability management and highlights the need for a practice perspective towards disability management and OD. Originality/value This paper provides an integrated view of critical factors influencing workplace disability management and OD.
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Norman, Mario V., and Kimberly M. Johnson. "The importance of employee inclusion: lessons for HR managers." Strategic HR Review 21, no. 1 (December 22, 2021): 20–24. http://dx.doi.org/10.1108/shr-11-2021-0052.
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Purpose The purpose of this paper is to provide an overview of the phenomenon, or the lack thereof, of building a culturally inclusive organization, specifically suggesting this paper will offer tips for human resources (“HR”) practitioners in their quest to understand and enhance inclusivity. Design/methodology/approach This paper is written for practitioners, focusing on ways to foster employee inclusiveness through personal awareness. It includes business and professional rationales for HR practitioners recognizing the need for and the factors impeding employee inclusiveness in the workplace. Findings Organizations are facing an increasingly dynamic environment in which they must interact with and, possibly, rapidly respond to changes. As a competition, both domestically and globally, increases progressive organizations recognize ways to retain and grow their talent pool. Not having a robust understanding of diversity, generally and cultural diversity, specifically, can lead to a less inclusive work environment. Originality/value This paper discusses the multifaceted nature of diversity and the need to understand cultural diversity. Particularly how HR practitioners can be a catalyst for organizational change. This paper then proposes practical steps for HR professionals to help improve cultural inclusiveness in their workplaces.
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Westgate, Suzanne. "Diversity, inclusion and CSG: the challenges and the benefits." APPEA Journal 56, no. 2 (2016): 536. http://dx.doi.org/10.1071/aj15042.
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Organisations increasingly accept that a genuine commitment to workforce diversity and inclusion improves profitability, reputation and effectiveness. It is also widely accepted that natural CSG projects on the eastern seaboard face increasing challenges from community opposition groups and regulatory change. Embracing diversity and inclusion in the workplace, and developing CSG projects, both require authentic engagement. AGL Energy Limited’s (AGL) Inclusion and Diversity Policy recognises that a diverse workforce, with its broad range of experience and perspectives, has a better opportunity to understand and engage in AGL’s customer base and the communities in which it works. AGL’s policy also emphasises how a diverse workforce can facilitate more creative, innovative and effective solutions. This extended abstract considers how workplace diversity can positively contribute to the development of CSG projects, which must navigate organised community opposition as well as complex regulatory environments. CSG projects, which are typically located in regional areas, can also positively contribute to a more diverse workforce. Provided are examples of situations in which diversity of—and respect for—skills, experience, gender, age, and backgrounds have assisted in achieving successful access negotiations, and enabled authentic engagement with members of the communities in which AGL operates.
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Mane, Abhay. "Experience of LGBT+ Employees at the Workplace in India: Diversity and Inclusion." International Journal of Social Science Research 9, no. 2 (August 10, 2021): 164. http://dx.doi.org/10.5296/ijssr.v9i2.18925.
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Introduction: Not many individuals belonging to lesbian, gay, bisexual and transgender (LGBT+) community are open about their identity in society or at their workplace. There is scarcity of data on LGBT+ employees at workplace in India with very few employers encouraging active hiring of the community or considering having policies in place for these individuals.Objective: The objective of this study is to understand the current situation of LGBT+ employees in India and find out about their experiences related to their sexuality.Methods: A survey of 10 questions was conducted and answered by LGBT+ individuals who are employees and currently work in India. The employees of any type of organization were allowed to take the survey. The questionnaire probed into various aspects of their experience at the workplace.Results: 103 individuals answered the survey. Only 17 (16.50%) responders are completely open about their orientation whereas 6 are partially open. 8 survey takers reported to have faced negativity after opening about their sexuality at the workplace whereas 16 out of 23 have faced some form of discrimination. Only 18 survey takers said that they wish to come out to their colleagues in near future.Conclusion: Very few LGBT+ employees are open about their sexuality at the workplace. Discrimination and harassment are likely to happen to these individuals. Hence, there is a need for protective laws for LGBT employees.
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Trenerry, Brigid, and Yin Paradies. "Organizational Assessment: An Overlooked Approach To Managing Diversity And Addressing Racism In The Workplace." Journal of Diversity Management (JDM) 7, no. 1 (March 27, 2012): 11–26. http://dx.doi.org/10.19030/jdm.v7i1.6932.
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Strategies to manage diversity and address racism within organizations are fast becoming routine practice. This is especially important given the demographic compositions of workforces are changing and evidence that racism is commonplace within workplaces and associated with a range of detrimental economic, social and health outcomes. In this paper, we consider organizational assessment as a largely overlooked approach to managing diversity and addressing racism in the workplace. Approaches to organizational assessment in the fields of diversity management and cultural competency are explored and critiqued before turning to a review of organizational assessment tools focused on managing diversity and/or addressing racism. A critical review of the eight tools that met the inclusion criteria led to the formulation of six key principles to guide the selection of organizational assessment tools.. Current organizational assessment tools lack an explicit focus on addressing systemic racism and require further refinement and testing in order to effectively manage diversity and address racism in the workplace.
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Valenzuela, Marcus A., Guowei Jian, and Phillip M. Jolly. "When more is better." Employee Relations: The International Journal 42, no. 2 (December 9, 2019): 507–24. http://dx.doi.org/10.1108/er-05-2019-0202.
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Purpose The purpose of this paper is to examine how organizational diversity may be associated with immigrants’ quality of coworker relationships. More specifically, this paper examines how immigrants’ perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships. Design/methodology/approach A final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses. Findings Immigrants’ quality of coworker relationships is positively associated with their perceived deep-level similarity with other coworkers. In addition, perceived workplace ethnic diversity moderates this relationship such that the relation is stronger as perceived workplace ethnic diversity increases. Research limitations/implications The study and analyses are based on cross-sectional and single-source data and cannot determine causality. The study is also restricted to immigrants in the USA. Practical implications Findings provide evidence that increased levels of ethnic diversity and deep-level similarity in the workplace may improve immigrants’ quality of relationships, helping them integrate more successfully in organizations. Thus, managers seeking to benefit from diversity should strive for the creation of truly multicultural organizations or workgroups and focus on fostering similarities in deep-level attributes to maximize their potential. Originality/value Immigrants are an important asset for organizations, but research about their inclusion in organizations is limited, especially when examining their integration in their workplaces. This study addresses some of these limitations by looking at the effect of diversity in organizations.
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Hirsch, Peter Buell. "The charge of the white brigade." Journal of Business Strategy 38, no. 1 (January 16, 2017): 47–50. http://dx.doi.org/10.1108/jbs-10-2016-0131.
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Purpose The purpose of this study is to examine the long struggle to increase diversity and inclusion in the leadership of large corporations. In spite of significant progress, women and minorities are still woefully under-represented. The extraordinary diversity of the Millennial generation (born between 1982 and 2004) should help accelerate change, but it is not believed that demographics on its own will dramatically improve matters. This viewpoint examines some of the underlying tensions around diversity in the workplace and suggests some approaches that could have a positive impact. Design/methodology/approach The paper cites a number of statistics from the secondary literature that demonstrate how, unfortunately, diversity still suffers periodic setbacks as well as improvements. It then examines the actual world of work to propose ways in which “inclusion” in the workplace and not just diversity in recruitment has a role to play. Findings In addition to the importance of a strong minority recruitment pipeline, the establishment of affinity networks and minority mentoring, the author also found that some routine business practices need to be carefully examined to see how they promote or defeat inclusion. These include the trend toward less formal meeting structures that can militate against diverse voices being heard; the need to create greater awareness around the tendency of men to interrupt women disproportionality; and the tyranny of teams in which individual credit is often obscured. By being conscious of these practices, their negative impact on diversity and inclusion can be mitigated. Research limitations/implications The findings are the author’s own viewpoint and would need to be validated in controlled studies. Practical implications The best practices proposed would need to be adapted to fit well in different corporate cultures both geographically and by industry type. Social implications If corporate leaders devoted sufficient attention to these day-to-day business practices, the author believes that they would see a noticeable increase in diversity and inclusion, leading to better productivity and more rewarding roles for women and minorities in the workplace. Originality/value While diversity and inclusion have been written about extensively, the author is not aware of any comparable reflections on best practices in the workplace of this kind.
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Mellifont, Damian. "Facilitators and Inhibitors of Mental Discrimination in the Workplace: A Traditional Review." Studies in Social Justice 15, no. 1 (February 8, 2021): 59–80. http://dx.doi.org/10.26522/ssj.v15i1.2436.
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Discrimination can closely follow disclosure of neurodivergence in the workplace. This traditional review of the literature therefore aims to (a) critically explore factors that facilitate and inhibit mental discrimination in workplace environments, and (b) produce an evidence-based, anti-discrimination guide supporting neurodivergent employees. Applying content analysis to 64 scholarly articles retrieved from Scopus, ProQuest Central and PsycINFO (via OvidSP) databases, this traditional review offers three main messages which should be of value to HR policymakers and practitioners. First, the spirit of diversity and inclusion needs to be practically applied in recruitment processes so that neurodivergent applicants are not exposed to discrimination. Second, employees or prospective employees should not feel that they will be punished for disclosing their neurodivergence. Finally, sanist workplaces that refuse to be inclusive and accommodating of neurodivergent persons might experience lost productivity as a result.
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Szymanska, Aneta, and Denis Aldighieri. "Diversity and Inclusion in the Workplace: Employee Perception and Implications for Internal Brand Management." International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (December 24, 2017): 368–88. http://dx.doi.org/10.30585/icabml-cp.v1i1.32.
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The study explores the issues connected with diversity and inclusion in the workplace and their application in internal branding. The authors draw attention to the depth of the problematics and identify the gaps in research results concerning the meaning of diversity management as a method of creating corporate image of the organization, both externally and internally.
The purpose of the research is to investigate employees’ perceptions on diversity in the workplace. It will develop insight into and knowledge of the current state of diversity in the workplace in Poland. Secondly, the results of the research are meant to help to accelerate the process of adapting and changing current management practices to meet the demands of a diversifying workforce. Besides, the authors investigate how diversity management can become an effective tool for internal branding as a crucial success factor.
In the statistical study, the Mann–Whitney U test was used to assess differences between women and men. In the case of an independent variable related to the position held in the organization, the Kruskal-Wallis ANOVA analysis was used for comparison. In order to assess the relationship between nominal features, the Fisher’s exact test – the chi-squared test was applied with the Yates’s continuity correction for a 2x2 contingency table. For these tables, the contingency coefficient C of correlation was calculated. In the case of the scaled variables, to evaluate the relationship between them and the answers to the questions asked, Spearman’s rank correlation coefficients were calculated.
Keywords: diversity and inclusion, diversity management, internal brand management, employer branding.
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Tarmizi, Abdul Hafiz. "Addressing Equity: Assessing Inclusion and Diversity in Government Services, Operations, and Management." International Journal of Humanities, Management and Social Science 5, no. 1 (June 26, 2022): 40–49. http://dx.doi.org/10.36079/lamintang.ij-humass-0501.347.
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Equity is the use of justice to recognize each other’s rights, using equality for the same. On the other hand, equity adjusts the rules to certain conditions to make it fairer and more equitable in an organization. It also serves as a platform of justice and because it does not prescribe written laws, it only creates more democracy and also has a role in law. Equity is a fair way of implementing the Law, as the norm is adapted to situations where it is subject to the criteria of equality and fairness. Malaysia's multicultural culture might well be a source of strength if the government upholds equal racial rights in all aspects of administration. The Malaysian workforce's diversity is highly valued for its multilingual abilities and skillsets as a result of establishing varied workplace harmony and ethical business culture. This situation may be viewed as a danger or an opportunity, and businesses that fail to perceive both risks and opportunities will likely fail in the future. Because of the psychological and social influences at work, corporate culture may be a difficult issue to address both in and out of the office. We can see how good business culture practices break down ethnic, religious, and cultural boundaries, resulting in harmony. The primary issues are not how to create a varied workforce in the workplace, but how to empower one and establish inclusion via diversity. Enlightening managers and leaders on how to inculcate and seek a diverse workforce to increase productivity by employing all employees to their maximum potential, resulting in increased profitability and effectiveness. Because of the importance of business, organisational management, and human capital management, the topic has become one of the most thought-provoking problems now debated. To be competitive, one must learn to deal with a wide range of situations. This paper discloses that workplace diversity and inclusion boost employees' ability in critical thinking, solving problem, and their professional skills. These positive outcomes will eventually enable organizations to attract talent, improve corporate attractiveness, and improve performance, productivity, and finances. As a result, this paper highlights the historical background of the different races in their job scope before and after Merdeka, the results of the survey and interview session in regards to the inclusion of multiracial in their workplace, factors that less inclusion of other races in the workplace and the Islamic perspective of the inclusion diversity in any kind of area.
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Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (July 2021): 350–54. http://dx.doi.org/10.1177/26314541211030592.
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The article briefs upon the multiple ways TVS has been engaging its employees for generations. Employees share their experiences and take immense pride in becoming the brand ambassadors of this century-strong and value-filled organisation. From practising a culture of innovation to building an ecosystem that encourages the entrepreneurs, TVS has left its legacy by creating an inclusive and conducive work environment for its employees. The article details on how employees consider being part of the TVS family as a pride of association and further states the revolutionary measures initiated in terms of employee well-being and welfare.
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Kulkarni, Mukta, Stephan Alexander Boehm, and Soumyak Basu. "Workplace inclusion of persons with a disability." Equality, Diversity and Inclusion: An International Journal 35, no. 7/8 (September 19, 2016): 397–414. http://dx.doi.org/10.1108/edi-08-2016-0066.
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Purpose The purpose of this paper is to integrate research on human resource systems with work on disability management practices to outline how multinationals across India and Germany are engaged in efforts to increase workplace inclusion of persons with a disability. Design/methodology/approach Semi-structured interviews with respondents from multinational corporations in India and Germany were conducted, transcribed, and analyzed. Findings Employers followed three guiding principles (i.e. beliefs): importance of harnessing diversity, encouraging multi-stakeholder engagement internally, and engaging with the external ecosystem to build internal human resource capabilities. Respondents further noted two interdependent and mutually constitutive programs that covered the life cycle of the employee: job flexibility provisions and integration programs. Country-specific differences existed in terms of perceived external stakeholder support and availability of talent. Research limitations/implications The results complement prior research with respect to the importance of organizational factors for the inclusion of persons with a disability and also extend prior research by shedding light on the role of the national context in such inclusion endeavors. Practical implications Findings indicate that disability-inclusion principles may be universal, but their operationalization is region specific. Global organizations must be aware of these differences to design effective inclusion programs. Social implications The study helps in designing and evaluating appropriate inclusion initiatives for persons with disabilities, an important yet underutilized group of potential employees in both India and Germany. Originality/value This is the first study to investigate country-specific commonalities and differences in fostering workplace inclusion of persons with disabilities in India and Germany.
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Authors, Contributing, Kanza Tariq Khan, and Shaista Jabeen. "Investigating the Impact of Workplace Diversity on Organizational Citizenship Behavior: The Mediating Role of Inclusion." Journal of Management and Research 6, no. 2 (December 24, 2019): 18–50. http://dx.doi.org/10.29145/jmr/62/060202.
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This research is aimed to investigate the effects of workplace diversity on organizational citizenship behavior with the mediating role of inclusion. Today the problems faced by the organization’s executives are to develop a culture that gives value to differences and enhances the efficiency of the entire workforce. Employees of the IT sector of Lahore are selected as respondents and the data is collected through an adapted questionnaire. The sample size is 368 and convenience sampling is used. Regression analysis is applied to evaluate the data through SPSS software. Findings show that workforce diversity decreases organizational citizenship behavior but this relationship can be modified by applying the mediating role of inclusion. Results will help out the decision-making authorities to understand how effective workplace diversity management influences the employee’s citizenship behaviors.
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Jaegers, Lisa, Alyssa Cepon, Natalie Hoeferkamp, Catherine Kiaupa, Delanie Dumanlang, and Drashti Topiwala. "Prison Workplace Health Promotion: A Needs Assessment to Inform Diversity, Equity, Inclusion, and Belonging." American Journal of Occupational Therapy 76, Supplement_1 (July 1, 2022): 7610505076p1. http://dx.doi.org/10.5014/ajot.2022.76s1-po76.
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Abstract Date Presented 04/01/2022 Discrimination and other forms of racism in the workplace contribute to mental and physical chronic stressors. This qualitative study explores diversity, equity, inclusion, and belonging (DEIB) among workers in a statewide prison system. Focus group findings indicate that workers are concerned about how they are treated by peers and management; suggestions for workplace health improvements are considered. Primary Author and Speaker: Lisa Jaegers Additional Authors and Speakers: Alyssa Cepon, Natalie Hoeferkamp, Catherine Kiaupa, Delanie Dumanlang, Drashti Topiwala
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Cruickshank, Kenneth. "A framework for inclusion." Australian Review of Applied Linguistics 38, no. 3 (January 1, 2015): 155–71. http://dx.doi.org/10.1075/aral.38.3.05cru.
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Linguistic and cultural diversity is becoming a feature of the teaching profession in OECD countries with the increase in global migration and mobility (Reid, Collins & Singh, 2014). Plurilinguali teachers, however, tend to experience marginalisation in terms of gaining employment and in their workplace experiences. Although there is a body of research into the ex/inclusion of plurilingual teachers at the systemic/policy level and individual level, there is a gap in what is known about the school factors. The ways that plurilingual teachers are positioned and position themselves vary across sites. This paper draws on teacher interview data in community languages and day schools to explore the factors which determine the value attached to plurilingual teachers’ work and the skills they bring to their teaching. The key features include the extent to which cultural/linguistic diversity in incorporated in school curriculum, the impact and role of community participation in the school and the focus on and support for appropriate pedagogies and teacher professional development.
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Nweiser, Mishlin, and Krisztina Dajnoki. "THE IMPORTANCE OF WORKFORCE DIVERSITY MANAGEMENT AS A GLOBAL IMPERATIVE – A SYSTEMATIC REVIEW." Oradea Journal of Business and Economics 7, no. 2 (September 2022): 63–74. http://dx.doi.org/10.47535/1991ojbe157.
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Workforce diversity is an international phenomenon in developed and developing countries. Diversity is an issue that has gotten a lot of attention in many fields; diversity and inclusion have become accepted as a global business topic. Workplace diversity (WPD) is a holistic concept that refers to company employees’ disparities. It refers to the complex physical, sociological, and psychological characteristics characterising an individual or group, such as gender, race, sexual orientation, and religious or political beliefs. Academics and practitioners alike are paying increased attention to workforce diversity. This research aims to investigate and provide a conceptual understanding and significance of diversity, especially workplace diversity in different countries; the literature also examines their methodology to investigate workforce diversity. Also, this paper explores literature about the increasing global influence of workforce diversity and its effect on the workplace drawing on previous studies. In addition, because of the benefits to the organisation and the people who work there, diversity in the workplace has become a meaningful and significant topic. The research took a qualitative approach through a comprehensive review of previous literature. The primary purpose of this article is to review the literature on workforce diversity on a global basis.
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Humphreys, Brynne. "Five ways to lead with inclusion." Strategic HR Review 15, no. 5 (October 10, 2016): 204–7. http://dx.doi.org/10.1108/shr-07-2016-0061.
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Purpose The purpose of this paper is to provide parallels and actions between leading inclusive teams and the fundamentals of improvisation. Design/methodology/approach The paper examines the skills that successful improvisers possess and translates those into a leadership application. Findings Leaders can practice to improve methods to build more inclusive cultures in the workplace. Originality/value To complement diversity information, leaders must also take actions and practice. This approach offers tangible practice that puts ideas into action.
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Sarkar, Anita. "How to build an inclusive workplace." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 34–37. http://dx.doi.org/10.1108/hrmid-07-2015-0130.
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Purpose – Describes the role of HR in creating an inclusive workplace. Design/methodology/approach – Explains how organizations can build an inclusive workplace that addresses the diverse needs of different employee groups. Findings – Shows that affirmative action is an important first step toward managing diversity, but successful management of diversity goes beyond merely complying with the letter of the law. Practical implications – Advances the view that scholarship programs for minority members, diversity scorecards, mentoring programs, language assistance, diversity councils and support from relevant stakeholders can go a long way in ensuring an inclusive work environment. Social implications – Argues that the effective management of diversity is a business and social imperative. Originality/value – Provides insights into how organizations can effectively manage workplace diversity.
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Sposato, Martin, Simon Feeke, Paul Anderson-Walsh, and Linbert Spencer. "Diversity, inclusion and the workplace-equality index: the ingredients for organizational success." Human Resource Management International Digest 23, no. 5 (July 13, 2015): 16–17. http://dx.doi.org/10.1108/hrmid-05-2015-0085.
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Purpose – Presents organizations with issues to consider regarding inclusion and its importance as well as a well-established index that companies can join in order to make sure that equality is not a mere policy but that it counts in reality in every organization. Design/methodology/approach – Describes the power that an organization can derive from deliberately nurturing and integrating heterogeneous groups of people so that they fit together. Findings – Explains that the best way for an organization to succeed is to combine employee knowledge, skills, judgment and attitudes, alongside fair treatment. Practical implications – Provides details of an index that aims to measure the efforts of organizations to tackle discrimination and create an inclusive workplace for lesbian, gay and bisexual employees. Social implications – Reveals that the method of the index should allow organizations already successfully implementing diversity strategies acknowledgement while, at the same time, providing inspiration to those beginning to tackle diversity. Originality/value – Demonstrates that diversifying the workforce must be accompanied by inclusivity and equality in order to triumph.
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Arora, Dr Anjali. "Age diversity and inclusion in the modern Indian workplace: Opportunities and challenges." International Journal of Research in Human Resource Management 1, no. 2 (July 1, 2019): 99–103. http://dx.doi.org/10.33545/26633213.2019.v1.i2b.76.
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Wright, Tessa, Fiona Colgan, Chris Creegany, and Aidan McKearney. "Lesbian, gay and bisexual workers: equality, diversity and inclusion in the workplace." Equal Opportunities International 25, no. 6 (August 1, 2006): 465–70. http://dx.doi.org/10.1108/02610150610713782.
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PurposeAims to present a report of a conference held at London Metropolitan University in June 2006 that presented and discussed the findings of a two‐year research project, funded by the Higher Education European Social Fund. The project investigated the experiences of LGB workers following the introduction of the Employment Equality (Sexual Orientation) Regulation 2003 in the United Kingdom.Design/methodology/approachThe research was a qualitative study carried out in 16 case study organisations, seen as representing “good practice” in the area of employment of LGB workers. The case studies involved: the analysis of company documentation and reports; interviews with 60 management, trade union and LGBT network group representatives, a short survey and in‐depth interviews with 154 LGB employees. The case studies were supplemented by a series of 25 national key informant interviews with individuals in UK organisations representing government, employers, employees, and LGB people charged with disseminating advice and promoting good practice.FindingsJust over half (57.8 per cent) of the LGB respondents were out to everyone at work. A third (33.8 per cent) were out to some people, while 8.4 per cent said that they were out to very few people or nobody at work. The research indicated that equal opportunities and diversity policies which include sexual orientation; the establishment and promotion of same sex benefits; positive employer and trade union signals; the existence of LGBT groups, the presence of LGB colleagues and LGB senior managers can help LGB people come out. However, LGB people may be prevented from coming out by fears about career progression; lack of visible senior LGB staff; temporary employment status; previous negative experiences of discrimination and harassment; desiring privacy; “macho” or religious attitudes/behaviours of co‐workers.Originality/valueLittle research exists in the UK on the experiences of LGB workers, and this is one of the first studies to focus on the experiences of LGB workers following the introduction of legislation to protect workers against discrimination on grounds of sexual orientation in 2003.
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Mellifont, Damian. "COVID-19 related factors affecting the experiences of neurodivergent persons in the workplace: A rapid review." Work 71, no. 1 (January 15, 2022): 3–12. http://dx.doi.org/10.3233/wor-210811.
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BACKGROUND: Policy responses to the COVID-19 pandemic offer possibilities to advance social justice. One such prospect is to make workplaces more inclusive of neurodivergence. OBJECTIVE: This research addresses the question of, in what ways might COVID-19 affect the experiences of neurodivergent persons in the workplace? METHODS: Conducting a rapid review, the author has applied thematic analysis to a total of 50 documents comprised of journal articles, news articles, and guides as retrieved from purposive searches of ProQuest Central, ProQuest Newsstream International, Google Scholar, and Google databases. RESULTS: Research results have revealed themes of challenges and opportunities, and sub-themes of accommodating (i.e., remote working, employee recruitment, retainment or advancement and/or access); and diversity and inclusion (i.e., acceptance, empathy and/or ERGs). CONCLUSION: This study has informed a baseline COVID-19-related guide to accommodating and including neurodivergence in the workplace. The review concludes by offering possibilities as to what a COVID-19 inspired ‘new normal’ might mean for supporting neurodivergent staff (and prospective staff).
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Latif, Ruby, Wendy Cukier, Suzanne Gagnon, and Radia Chraibi. "The diversity of professional Canadian Muslim women: Faith, agency, and ‘performing’ identity." Journal of Management & Organization 24, no. 5 (May 21, 2018): 612–33. http://dx.doi.org/10.1017/jmo.2018.18.
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AbstractThis article examines how identities are constructed and performed by a sample of Muslim women in the Canadian workplace. This research will provide new insights on how Muslim women disclose or ‘perform’ their identities in different contexts. This study will build upon previous research on identity construction of ethnic minorities in the workplace and intersectionality and the workplace experiences of Muslim women by conducting interviews with 23 professional Muslim women in Canada. The findings have important implications for understanding Muslim women’s identity work in broader contexts of discrimination, as well as accommodation and inclusion in organizations.
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Chow, Irene Hau-Siu. "Cognitive diversity and creativity in teams: the mediating roles of team learning and inclusion." Chinese Management Studies 12, no. 2 (June 4, 2018): 369–83. http://dx.doi.org/10.1108/cms-09-2017-0262.
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Purpose This paper aims to identify the mechanisms through which cognitive diversity affects creativity. It explores how and in what ways cognitive diversity affects team members by examining the mediating roles of team learning and inclusion. Design/methodology/approach Questionnaire survey data were collected from matched supervisor and employee pairs from a direct sales company in the health-care industry in China. The final sample consisted of 216 employees from 48 teams, with a response rate of 90 per cent. Each employee’s immediate supervisor rated his or her creativity and in-role performance. Findings The empirical results indicate that team learning and inclusion mediate the effect of cognitive diversity on creativity. Research limitations/implications This study was conducted in a single organisation in China and used subjective self-reported measures. Practical implications The results suggest that diversity training reduces the negative consequences of team diversity and offer practical insights into the effectiveness of diversity management and the ways to create a diverse and inclusive workplace. The study should help human resource professionals to identify human resources strategies that stimulate an inclusive environment and leverage the benefits associated with higher levels of diversity. Social implications The findings have significant implications for developing and maintaining social harmony. Originality/value The uniqueness of this study is its simultaneous investigation of diversity and inclusion and how they lead to creativity.
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Sabie-Aridi, Amalisha S., Darrell Norman Burrell, Kevin Richardson, Eugene Lewis, Jorja B. Wright, and Roxanne Elliott Kemp. "Advancing Diversity and Inclusion Management Consulting in Hospital Settings." International Journal of Public and Private Perspectives on Healthcare, Culture, and the Environment 6, no. 1 (January 1, 2022): 1–10. http://dx.doi.org/10.4018/ijppphce.308296.
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This analysis takes a deep dive into how a U.S. hospital, at risk of losing millions of dollars from a contract because of unfair hiring practices and discriminatory promotion practices among racial minorities. The hospital is also facing a class-action nursing discrimination lawsuit. The employee perception is that the organization is biased against African American, Native American, and Latino nurses with hiring, promotions, bonuses, training opportunities, and management job opportunities. These groups have representation numbers in their nursing workforce of less than 5 percent. The focus of the study is an exploration of the consequential impact of a non-diverse and inclusive workplace. An action research approach used included fact-finding interviews, barrier analysis, company policy assessments, content analysis of the problem in the literature, and recommendations based on the amalgamation of the triangulated data.
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Bharadwaj, Amrita, and Divyangna Singh. "Tata Steel’s Journey of Leading the Cause of LGBT+ Inclusion." NHRD Network Journal 14, no. 3 (July 2021): 336–45. http://dx.doi.org/10.1177/26314541211033657.
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Tata Steel is an equal opportunity employer where diversity & inclusion (D&I) is not a choice but a way of life. Our vision is to make Tata Steel a world class equal opportunity employer where everyone is respected, every voice is heard. We are proud to feature amongst the IWEI 2020 Top Employers for LGBTQ+ inclusion. This recognition reaffirms our commitment to foster a culture of allyship to actively promote LGBTQ+ empowerment and build a benchmark workplace. We have been working relentlessly towards curating a workplace where people can bring their authentic selves to work through structured interventions around LGBTQ+ representation, policies and infrastructure, proactive allyship and community engagement.
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Boesby Dahl, Dorte. "“Making up” workers in an inclusive organisation." Equality, Diversity and Inclusion: An International Journal 33, no. 3 (March 11, 2014): 249–60. http://dx.doi.org/10.1108/edi-11-2013-0093.
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Purpose – The purpose of this paper is to investigate the unintended consequences of managing inclusion and diversity and how these unintended consequences relate to organisation members’ mediation between work tasks and practices of inclusion and diversity. Design/methodology/approach – The study uses critical diversity and inclusion studies as the theoretical context and a Danish municipal centre responsible for parking patrol as the empirical context. The researcher has conducted interviews and participant observation in this organisation and particularly analyses the “making up” of abstract categories of employees and the mundane “making of” employees in the light of diversity and inclusion practices. Findings – The analysis shows that parking attendants are “made up” as an increasingly professionalised brand and that the inclusive policy of diversity becomes part of this brand. However, the study also shows that in spite of this external brand, local and internal practices of inclusion and diversity create categories of people that employees may avoid or resist and some that carry unfulfilled promises of inclusion. Moreover, an internal image of the parking attendant as a person on the edge of the labour market persists internally in spite of the effort to brand this person otherwise externally. Originality/value – The paper applies the notion of “making up” people, to accommodate critique of the social constructionist approach, that is common to much critical research on diversity and inclusion. Furthermore, the paper agitates for “bringing work back in” to the study of diversity and inclusion and does this by focusing on the work of parking attendants. Given that this work is formally unskilled, the organisation represents an example of a workplace that represents a gateway to the Danish labour market, which makes the management and organisation of inclusion very pertinent. The paper provides new perspectives, particularly in terms of the unintended consequences of inclusion in organisations.
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Arnold, Sarah, and Anne O'Brien. "Imagining diversity." Alphaville: Journal of Film and Screen Media, no. 24 (December 20, 2022): 32–48. http://dx.doi.org/10.33178/alpha.24.02.
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Recent international challenges to the hegemonic structures in the media industries—particularly regarding gender, sex and class—have resulted in a range of institutional-level responses. In Ireland, state bodies such as Screen Ireland and the Broadcasting Authority of Ireland have developed gender action plans. Funding incentives in screen production are now tied to increasing women’s participation. The national broadcaster, RTÉ and various independent companies have published diversity and inclusion strategies. The Irish media workforce today, it seems, should be open and inclusive to all. However, contemporary scholarship on media work suggests that structural barriers remain (O’Brien and Kerrigan; French). Media work is still a site of privilege, with working conditions and cultures reproducing class and gender hierarchies. (O’Brien et al., “Are”; Malik; Banks and Oakley). Our article proposes to add to this body of knowledge by prioritising the relatively neglected point of view of aspirant new entrants to industry. Generation Z graduate entrants articulate how graduates conceive of diversity and equality in the workplace, whether they believe they will experience structural or cultural exclusions, and how they interpret organisational efforts to achieve change.
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Khan, Nickalus R., Charles M. Taylor, and Kristy L. Rialon. "Resident Perspectives on the Current State of Diversity in Graduate Medical Education." Journal of Graduate Medical Education 11, no. 2 (April 1, 2019): 241–43. http://dx.doi.org/10.4300/jgme-d-19-00062.1.
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ABSTRACT Background Diversity continues to be an important topic to physicians in training. Objective We set out to define current issues related to diversity in graduate medical education; explore these topics with a multispecialty group of current residents and fellows; and identify programmatic, institutional, and Accreditation Council for Graduate Medical Education actions to support diversity in the medical profession. Methods A 35-member, multispecialty council of residents and fellows used a World Café diversity and inclusion exercise to highlight current issues related to diversity. Results Several common issues in diversity were identified, including microaggressions, team member relationships, underrepresentation of workplace discrimination, and tolerance of unacceptable behavior to conform to workplace norms. Suggestions and methods to improve these diversity issues were also proposed. Conclusions As trainees, we must continue to implement strategies and policies that allow us to embrace diversity in our workplace and community for our patients and ourselves. Only with the continued support of residency and institutional leadership can we improve the state of diversity in our training programs.
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Bowman Williams, Jamillah, and Jonathan M. Cox. "The New Principle-practice Gap: The Disconnect between Diversity Beliefs and Actions in the Workplace." Sociology of Race and Ethnicity 8, no. 2 (February 18, 2022): 301–14. http://dx.doi.org/10.1177/23326492221078293.
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Following increased calls for racial justice, many organizations have pledged to play their part in dismantling systemic racism. One common step leaders take is to invest in diversity and inclusion programs. Yet, despite organizations’ bold claims to value diversity and the investment of billions of dollars on related efforts, workplace discrimination continues to be a major factor in the lives of people of color. In addition, existing research highlights a principle-policy gap, wherein people—particularly White Americans—espouse support for the principles of diversity, yet their support wanes for policies that address inequalities. In this survey study, we explore attitudes about organizational diversity efforts and further examine how these beliefs shape workplace decision making. Our analysis of open-ended responses reveals a major disconnect, where individuals say diversity is important in principle, yet in practice do not take actions to further the goals of diversity and inclusion programs, a phenomenon we label the “principle-practice gap.” We use diversity ideology as the theoretical link to help explain why this subtle resistance to action might occur. We find that the principle-practice gap is more pronounced for those who view diversity as important because it improves outcomes. Conversely, those who think diversity is an important goal because of workplace inequality are more likely to take action, such as promoting a Black man. These findings help reveal which people endorsing diversity in principle are more likely to take action and which tend to be more performative and less connected to practices that counter structural inequality.
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Russell, Jared A., Leslie D. Gonzales, and Harald Barkhoff. "Demonstrating Equitable and Inclusive Crisis Leadership in Higher Education." Kinesiology Review 10, no. 4 (November 1, 2021): 383–89. http://dx.doi.org/10.1123/kr.2021-0051.
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Academic leadership faces tremendous pressure to build sustainable environments that demonstrate a commitment to the principles of inclusive excellence. Currently, the convergence of dual global crises—the COVID-19 pandemic and reckoning of systemic violence and racism toward individuals from historically marginalized and oppressed groups—has led to prioritizing impactful inclusive excellence leadership processes that address justice, equity, diversity, and inclusion. However, too often, in times of crisis, the strategic prioritizing and, more importantly, allocation of resources to support inclusive excellence initiatives are seen as secondary, tangential, or nonessential to the core operational mission of academic units. In this article, the authors discuss the unique realities, challenges, and opportunities academic leaders face when leading an equitable and inclusive academic workplace and culture during and after a crisis. The authors provide fundamental inclusive excellence and justice, equity, diversity, and inclusion terminology and definitions. In addition, the authors provide attributes, behaviors, and action steps for demonstrating equitable and inclusive crisis leadership.
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Serafini, Kelly, Caitlin Coyer, Joedrecka Brown Speights, Dennis Donovan, Jessica Guh, Judy Washington, and Carla Ainsworth. "Racism as Experienced by Physicians of Color in the Health Care Setting." Family Medicine 52, no. 4 (April 3, 2020): 282–87. http://dx.doi.org/10.22454/fammed.2020.384384.
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Background and Objectives: The purpose of this study was to examine the impact of racism experienced by physicians of color in the workplace. Methods: We utilized a mixed-methods, cross-sectional, survey design. Seventy-one participants provided qualitative responses describing instances of racism from patients, colleagues, and their institutions. These responses were then coded in order to identify key domains and categories. Participants also completed quantitative measures of their professional quality of life and the incidence of microaggressions experienced while at work. Results: We found that physicians of color were routinely exposed to instances of racism and discrimination while at work. Twenty-three percent of participants reported that a patient had directly refused their care specifically due to their race. Microaggressions experienced at work and symptoms of secondary traumatic stress were significantly correlated. The qualitative data revealed that a majority of participants experienced significant racism from their patients, colleagues, and institutions. Their ideas for improving diversity and inclusion in the workplace included providing spaces to openly discuss diversity work, constructing institutional policies that promote diversity, and creating intentional hiring practices that emphasize a more diverse workforce. Conclusions: Physicians of color are likely to experience significant racism while providing health care in their workplace settings, and they are likely to feel unsupported by their institutions when these experiences occur. Institutions seeking a more equitable workplace environment should intentionally include diversity and inclusion as part of their effort.