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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.

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.

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.

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.

Although interest in inclusion is becoming widespread, there remains limited understanding of how organizations can create environments that promote inclusiveness and unlock the benefits of workforce diversity. Additional research is needed to better understand how inclusion is conceptualized and experienced in contexts other than North America and Europe. Taking an exploratory approach, the present research seeks to answer the question of how employees in Peru – one of the most socially and economically unequal nations in Latin America – understand the concept of inclusion in the workplace. Semi-structured interviews with 30 employed individuals found that inclusion was generally described as comprising belongingness, uniqueness, and equal treatment. Six elements emerged as key to the creation of workplace inclusion: participation, positive relationships, equality, feeling valued, climate and culture, and positive work conditions. As inhabitants of a developing country with high levels of inequality and discrimination, Peruvian employees’ views provide valuable insight into how inclusion is lived and understood in such a context, and how it may be augmented.

Nowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.

This study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.

Structural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.

The foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.

Building on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

Inclusion is of critical importance to creating healthier workplaces, if the ongoing dynamic of workforce diversity is taken for granted. The purpose of this paper is to designate the role of spiritual leadership in fostering more humane and inclusive workplaces.

The authors review the extant literature on two distinct research streams, inclusion and inclusive leadership, and spiritual leadership, elaborate a mediation model, identify antecedents and outcomes, and articulate a set of propositions reflecting key findings.

The authors advance a conceptual model according to which inclusive practices founded on spiritual values will mediate the positive relationship between spiritual leadership and a climate for inclusion. They argue that calling and membership as components of spiritual wellbeing will reinforce employees’ experience of both uniqueness and belongingness, thus affecting their perceptions of inclusion and inducing multi-level beneficial outcomes.

Spiritual leadership assumes a preeminent role in embracing and valuing diversity: it embodies a potential for positioning inclusive ideals more strategically, in view of enabling employees unfold their genuine selves and experience integration in work settings.

Spiritual leadership helps inclusive goals to be situated in their societal context; inclusion is thus viewed as both an organizational and societal good, embedded in social contexts, and pertinent to corporate vision, mission and philosophy.

The paper examines spiritual leadership as a predictor of climates for inclusion. Drawing on spiritual values, spiritual leaders display a strong potential for inclusion, facilitating diverse employees to experience feelings of both belongingness and uniqueness in work settings that assume high societal relevance.

The purpose of this study is to build upon existing literature regarding student engagement by exploring belonging on campus as an aspect of this. It examines how students understand, experience and articulate belonging at the university wide level and aims to incorporate the student perspective and voice into discussions on engagement.

The exploratory research employed a mixed method, but largely qualitative approach, to examine the understandings, experiences and perspectives that people hold and make use of. An online questionnaire (using open and closed questions), several snap‐shot interviews and seven in‐depth semi‐structured interviews were used to establish the central issues via thematic analysis.

A number of key themes are presented in relation to how and why students felt they belonged, and indeed why some students felt that they did not belong, were not included or even excluded. The findings revealed that the campus is a factor worthy of attention when considering student engagement, that students do have a sense of belonging that is related to this and that there could be implications for engagement and even retention for those whose sense of belonging or inclusion is questioned or compromised.

It also raises practical implications for institutions in terms of how to organise and develop campus space and activity to help foster belonging and community. Suggesting that it would be beneficial to consider access to participation and involvement through campus spaces and opportunities in order to enhance engagement and feelings of inclusion and belonging.

This paper offers further insight into student engagement by considering belonging beyond classroom interactions, via the wider campus and at university level.

The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees.

A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship.

The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups.

The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits.

Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations.

The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.

This paper addresses nurses working in public hospitals in order to find out how gender may affect their perception of both diversity management and organisational inclusion. Moreover, and given the novelty of workplace fun and the lack of research in this field in the context of developing countries, the authors explore the relationship between diversity management and organisational inclusion and explore workplace fun as a predictor of organisational inclusion.

A total of 360 questionnaires were collected from nurses in three public hospitals in Egypt. The authors applied a t-test to identify how gender may affect perceptions of diversity management. Moreover, the authors employed hierarchical regressions to test gender and diversity management as predictors of organisational inclusion and to test whether workplace fun can predict organisational inclusion, too.

The findings indicate that compared to their male colleagues, female nurses respond to diversity management practices more positively. Second, no significant statistical differences in the mean values for female and male nurses were observed regarding their perceptions of organisational inclusiveness. Third, diversity management is positively associated with organisational inclusion for the nurses. Finally, workplace fun mediates the relationship between diversity management perceptions and organisational inclusion.

This paper contributes by filling a gap in human resources (HR) research in the health-care sector, in which empirical studies on the relationship between gender, workplace fun and organisational inclusion have been limited so far.

The aim of this paper is to move away from the focus upon the drivers of diversity to consider the drivers of inclusion in the workplace. The research outlined addresses this by considering the views of all employees, not just those who would be considered members of minority groups.

The paper draws on an extensive set of case study data from a range of methodological sources. The case study is of a major high street retailer.

Findings focus upon what leads to employees feeling included in the workplace. In addressing this we explore both the drivers of, and barriers to, inclusion. We argue that inclusion is complex and that individuals may feel included by some aspects of organisational culture whilst simultaneously feeling excluded by others.

The implications of our results for HR practitioners are that organisations need to pay attention to general HR policies as ways of enhancing inclusion, for example development practices, but also pay attention to the different needs of diverse groups.

The paper is original in that in recognising that equality, diversity and inclusion are all closely related, we demonstrate that an understanding of the effectiveness of diversity strategies needs to be fundamentally informed by a consideration of inclusion which can only occur through an engagement with employee's understandings of organisational culture and their place or otherwise within it. Without this employee engagement, many well-intentioned diversity initiatives may go awry. Moreover, the value of the research is that it demonstrates that in order to be successful an inclusion strategy needs to embrace both minority and majority perspectives.

The purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.

The research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.

The authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.

There is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.

This study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.

The continuance of gender inequity has dominated most of the discourse on diversity in organisations. Few studies, particularly in the Australian context, deal with the racialised nature of many professional workplaces. This chapter critically examines immigrant Indian professionals’ experiences of perceived discrimination, exclusion after inclusion, and bias in Australian organisations. It focuses on the complexities of emotional labour, since concealing true emotions and displaying the emotions necessitated by the job can be difficult. Job burnout and stress are possible outcomes of this conflict between required and true emotions. There is a rapidly growing Indian community in Australia. In 2020, there were over 7.6 million migrants living in Australia. This was 29.8 percent of the population that were born overseas. One year earlier, in 2019, there were 7.5 million people born overseas. Those born in India (721,000) were in second place, with an increase of 56,300 people (Australian Bureau of Statistics, 2020a). This chapter examines the challenges and adjustments experienced by immigrant Indian professionals, as well as whether these factors play a role in their workplace integration.