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Drawing on the whole-life perspective of career development and the conservation of resources theory, the authors consider whether self-initiated expatriates' (SIEs’) cultural intelligence (CQ) is a general, cross-domain resource that helps SIEs gain resources in the work and nonwork domains. The authors contend that CQ will be associated with greater levels of organizational and community embeddedness, which in turn will facilitate their career satisfaction. The authors also propose the role of perceived host country community diversity climate as an environmental condition that, when low, strengthens the relationships between CQ and organizational and community embeddedness.

The authors examine the study hypotheses based on two distinct samples of SIEs (Sample 1: 169 Asian SIE professionals; Study 2: 147 SIE academics).

SIEs' CQ positively relates to their organizational and community embeddedness, which in turn is associated with greater levels of career satisfaction. The authors also find that SIEs with high CQ are more likely to experience community embeddedness and career satisfaction when they perceive that the host country community diversity climate is low.

First, this study goes beyond existing literature that rarely examines nonwork inputs to SIE career success. Second, extending previous CQ research with a strong organizational focus, the authors investigated how CQ influences SIEs' work and nonwork embeddedness. Third, the authors found that the absence of a peripheral ecological condition, perceived host country community diversity climate, may strengthen the direct relationship between CQ and embeddedness and the indirect relationship between CQ and career satisfaction.

The study examines the impact of emotional intelligence on service innovation capabilities. Furthermore, it explored the mediating role of diversity climate and the moderating role of innovation culture.

An online questionnaire helped to collect data from 257 public sector employees in the United Arab Emirates (UAE). The proposed hypotheses were analysed using structural equation modelling.

Building on the ability model, the study found that employees' emotional intelligence has a positive impact on diversity climate; that diversity climate does not mediate the relationship between emotional intelligence and service innovation capabilities and that innovation culture has a moderating effect between diversity climate and service innovation capabilities.

The paper clarifies the emotional intelligence of the workforce and its ability to influence innovation culture and diversity climate in public organisations, ultimately benefiting service innovation capability research. As such, the study contributes to the literature by proposing and analysing some antecedents of service innovation capabilities in the context of public organisations. The study also offers policymakers information on what prevents innovation, which they can use to raise the bar on service quality requirements in the public sector.

This study develops a measure of anticipated chilly climate for women and provides initial evidence of its validity.

We draw on three studies. Study 1 consisted of three focus groups to gain deeper insights into the meaning of the concept for prospective female jobseekers and generate scale items. In Study 2, we pre-tested job post vignettes (N = 203), refined the scale items and explored the factor structure (N = 136). Study 3 aimed to determine the convergent and discriminant validity of the new scale (N = 224) by testing its relationships with organisational attractiveness, person-organisation fit perceptions and gendered language.

The results show that the anticipated chilly climate is an important concept with implications for applicants’ career decision-making and career growth in the technology industry, where women tend to be underrepresented. Perceptions of anticipated chilly climate comprise expectations of devaluation, marginalisation and exclusion from the prospective employment. The masculine stereotypes embedded in the language of the job posts signalled a chilly climate for both genders, negatively affecting perceptions of fit and organisational attractiveness.

Most previous studies have focussed on the actual experiences of chilly climates in organisations. We extend this body of literature to anticipatory climates and draw on social identity threat theory and signalling theory to highlight that job applicants make inferences about the climate they expect to find based on job ads. Specifically, they may anticipate a chilly climate based on cues from job ads signalling masculine stereotypes. Whilst the literature has emphasised women’s perceptions of chilly climates within organisations, our results show that both genders anticipate chilly climates with detrimental consequences for both organisations and prospective job applications.

The hospitality industry has one of the most diversified workforces. This study aims to examine the effect of employees’ perceptions toward diversity management on the company’s financial performance. The current study also examines the moderating effect of board members’ diversity level on the association between employees’ perceptions and financial outcomes.

From online reviews, the authors identified multi-faucets of diversity management and measured employees’ perceptions of diversity management. Using panel data analysis, the relationships among employees’ perceptions, board members’ diversity level and companies’ financial performance were studied.

This study found that employees’ perceptions of diversity management positively influence the company’s financial performance and the relationship was positively moderated by board members’ diversity level.

Findings show that hospitality employees perceive nine diversity and inclusion categories (age, organizational climate, culture, disability, education, gender, physical differences, policy and practice and race) that companies need to consider when developing and implementing diversity management. Moreover, practitioners need to eliminate the gap between board members and employees when applying diversity management.

Drawing upon service–profit chain theory, this study extends hospitality literature regarding diversity management by demonstrating how employees perceive working environments created by diversity management affects the organizational financial outcome. Moreover, this study emphasizes the exemplary role of board members as policy and practice makers, to provide employees with the legitimacy and responsibilities of diversity management.

Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of investigation surrounding the outcomes of diversity management on the employees' attitudes and behavior in the hospitality industry. This research sought to investigate the influence of diversity management on workers' performance and conduct in the hospitality industry.

This quantitative study used survey data from 565 hospitality industry employees. Structural equation modeling was used to test the relationships from the research model.

This study identified a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry.

The findings of this study will push the confines of diversity management scholarship and initiate new paths of academic inquiry. Hospitality industry managers can also identify the benefits of effective diversity management as a consequence of this study.

This research contributes to the growing literature on diversity management as an essential aspect of human resources management in promoting positive employee attitudes and behaviors.

Organizations increasingly use inclusion initiatives to reflect a meaningful involvement of their entire workforce as part of their larger diversity, equity and inclusion (DEI) strategies. However, the conceptualization of inclusion and its impact on larger DEI efforts and the organization remains unclear, coupled with the organizations’ struggles to find ways to embrace and advance inclusion. Hence, the purpose of this study is to synthesize ways of inclusion conceptualizations and review empirical evidence related to inclusion.

The authors conducted a literature review using the method of scoping review coupled with topical cluster mapping techniques.

The authors captured three ways of inclusion conceptualizations and provided an overview of topic clusters related to inclusion and its measurement tools. The authors also proposed a path model of inclusion based on emerging empirical evidence related to inclusion in the workplace.

To the best of the authors’ knowledge, this is one of the pioneering efforts to provide a much-needed review of inclusion in the workplace, which provides guidance for further research and practice to fulfill the goal of inclusion for all in the current workplace.

An individual engages in a façade of conformity by attempting to appear to embrace their organization's values when, in truth, they do not. While numerous studies investigate the negative outcomes associated with facades of conformity, fewer studies consider its antecedents. Therefore, this study aims to investigate the association between diversity-related influences – including individuals' beliefs, other unit members' beliefs, unit gender diversity and unit racial diversity – and individuals' propensities to engage in a façade of conformity.

This paper administered an online survey to 2,122 employees nested within 151 units located at a hospital site located in the southeastern United States. Hierarchical linear modeling and relative weights analyses were used to test the study hypotheses which aimed to determine how objective diversity and perceptions associated with diversity increase or diminish facades of conformity.

In this paper individuals' and other unit members' beliefs that their organization values diversity were negatively associated with facades of conformity; however, there was a positive association between unit gender diversity and facades of conformity. There were no statistically significant associations involving unit racial diversity or interactive effects. Overall, the results indicate that it is less likely that employees will engage in façades of conformity when diversity is valued within organizations.

By further expanding understanding of the concept of façades of conformity within the humanities and social sciences literature, this study highlight the importance of allowing and encouraging employees to “be themselves.”

Transformation and involvement from every organizational function are essential in creating a diverse and inclusive workplace. The paper explores the role of training and development (T&D) interventions in building a diverse and inclusive workplace.

Through the review of existing research studies, the authors report and discuss how T&D function supports fostering a diversity and inclusion (D&I) mindset in the workplace and propose an organizational schema that facilitates the systematic design and implementation of T&D interventions for D&I.

Based on the literature an organizational schema was developed which indicated that to foster a D&I mindset in the workplace, it is important that diversity training is designed after considering established diversity theories. Further diversity training can be conducted in two phases, where phase 1 would focus on awareness training and phase 2 on skill training. This would lead to an increase in employee competency development including knowledge, skills, behavior, and a positive attitude toward a D&I mindset.

HR and training managers can benefit from the paper indicating that for achieving effective results from diversity training, it must draw insights from established diversity theories. Through the organizational schema discussed in the paper, organizations can minimize the negative attitude and behavior that emerge from social categorization with the help of systematic T&D where employees are made self-aware of their prejudice and discrimination and further equipped with relevant skills to manage diversity.

A positive mindset incorporated by employees at a workplace with reference to Diversity & Inclusion through structured D& I training can percolate beneficially to the society as a whole.

The study is a rare one that explores the impact of T&D on D&I. The novelty of the research lies in the organizational schema presented in the study exploring how HR practitioners must systematically design T&D for D&I combining both theory and practice to achieve long-term organizational diversity management objectives.

Although existing literature abounds with actual diversity research, there is scant work on perceived diversity. This research aims to investigate the impact of employees' perception of workplace diversity on job satisfaction and turnover intentions. Further, the research analyses the gender-moderating effect between the hypothesized connection.

Current research work uses a structural equation modeling (SEM) approach to analyze the hypothesized connection with 222 full-time employees working in the Indian service sector.

Study results showed that employees' perception of workplace diversity has a significant negative impact on job satisfaction, while having a significant positive effect on employees' turnover intentions. Moreover, employees' perception of workplace diversity does not vary across gender.

Though research work on perceived diversity is scant and growing at a slow pace, the current study adds to the diversity studies by assessing diversity through employees' perceptions instead of gleaning the actual diversity index.

While diversity, equity, inclusion, and belonging (DEIB) in the workplace means making space for all employees, it has unique implications for Indigenous employees who live and work in countries built on colonialism. Indigenous peoples represent diverse groups with unique and rich cultures that in general share values that are more holistic, spiritual, traditional, egalitarian, and other-oriented than non-Indigenous populations. Such distinct worldviews help explain why non-Indigenous organizations struggle to understand and accommodate Indigenous employees’ priorities and goal-oriented behavior. Creating equity, inclusivity, and belonging in the workplace for Indigenous employees requires more than implementing existing organizational practices with a new cultural awareness, it requires rethinking, reframing, and recreating organizational to facilitate a culture of trust. Re-examining organizational norms and assumptions with the ideas of relationship and responsibility that allow collaborative approaches to collective well-being and inclusivity is required. Creating inclusive workspaces requires that attention must be paid to both organizational (group-level) factors, such as organizational cultures of trust, and interpersonal (individual-level) factors, such as interpersonal trust. However, to build foundations of high-functioning and supportive organizational cultures and interpersonal trust that are sustainable, time and resources are necessary. Without this, the ability to reach the crucial result of engaging Indigenous employees and creating safe workplaces serves only to be performative and not meaningful in terms of action, longevity, and the overall well-being of Indigenous people in the workplace.