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This chapter analyzes the influence of inclusion, equal opportunity and antidiscrimination policies on the strength of diversity in a foreign firm domiciled in a developing country.

It used a questionnaire to collect fact from the depth of employees’ experiences of diversity management in practice to understand its implication for the strength of diversity in the workplace. It questioned the nature of the constructs on diversity in line with the effect of equal opportunity in the workplace.

The component factor analysis extraction method obtained valuable constructs from the stated dimensions of items in the questionnaire. The regression technique was used to analyze the influence of these constructs on the strength of diversity in the workplace.

The results revealed that inclusiveness is necessary to intensify the strength of diversity in foreign organization in a developing nation, with the need to deepen alternative equal opportunity policy and diverse work culture awareness. Power relations strategies foster staff welfare, but weaken compensation by merit heighten employees’ sentiments.

Data were only collected from the companies head office; its branches were not covered.

Employees detect biases in equal opportunity policies beyond the guises of control power relation. Thus, besides a policy for diversity and inclusion in the workplace, an alternative equal opportunity policy is essential to intensify diversity.

It empirically probes foreign organizations in a developing country staff response to changes in the workplace due to the cautious implementation of inclusion, equal opportunity and antidiscrimination policies to foster diversity.

Scholarship on workplace diversity, equity, and inclusion (DEI) is voluminous. Nevertheless, there is relatively little work that examines DEI from an organization development and change (ODC) or systems perspective. As a result, there is no unified framework ODC practitioners can use for DEI diagnosis and intervention. The purpose of this chapter is to review the ODC literature with respect to DEI and propose a diagnostic Context-Levels-Culture (CLC) framework for understanding and addressing diversity-related challenges in organizations. We also present a case example of how this framework can be used in DEI consulting, including implications for future research and practice.

The purpose of this paper is to examine the relationship between employees’ perception of an inclusive workplace, namely, inclusive practices, inclusive climate and inclusive leadership and organizational citizenship behavior (OCB). It also attempts to examine the difference in perception toward the inclusive workplace along the three major dimensions of diversity, namely, gender, category they belong to and their religious orientation.

Non-probability sampling technique is employed to collect primary data through a self-administered questionnaire from 492 academicians of a higher education institution situated in western Uttar Pradesh of India. The data set was analyzed using statistical tools like descriptive statistics (z-test and ANOVA), and multiple regression analysis.

Results of the multiple regression analysis reflected direct and significant relationship between inclusive workplace and OCB. It has been observed that organizations with a conducive climate of inclusion, a well formulated inclusive practices and strong leaders’ commitment will result into high level of OCB which is apparent among employees working in a higher education institution western Uttar Pradesh. The results of z-test reflected that male and female employees have similar perception toward inclusive climate. However, there is a significant difference in perception toward inclusive practices and inclusive leadership on OCB. On the other hand, results of ANOVA reflected that with respect to religious orientation there is no significant difference among perceptions toward inclusive workplace. However in case of category employees have similar perception toward inclusive climate in contrast with inclusive practices and inclusive leadership.

The present study established the concept of inclusive workplace, entirely on the basis of individual viewpoint. While to examine the cause and effect relationship of an inclusive workplace on OCB, it is recommended to incorporate some moderating or intervening variables.

This study provides guidelines for academic institutions to understand and foster an inclusive workplace that will encourage the academicians to exhibit OCB.

Very little research had examined the relationship between inclusive workplace and OCB. This research will add value to the existing literature on inclusive workplace and its probable impact on organizations and individuals by examining this relationship with respect to gender, category and religious orientation of employees working in higher educational institution of India.

This study aims to analyse the relationship between diversity practices and employee engagement in the specific context of a telecommunications company.

Using simple and multiple linear regressions, the authors test the mediating effect of the perception of inclusion and the moderating role of inclusive leadership, as well as whether this style of leadership promotes the perception of inclusion among employees.

The results are based on a sample of 238 responses and show that a positive correlation exists between the perception of diversity practices and engagement which is mediated by the perception of inclusion. However, inclusive leadership fails to moderate this relationship, although it does positively influence employees’ perception of inclusion.

The study emphasises: the importance of employees’ perceptions of diversity and inclusion as a strategic priority of their organisations and the importance of its embeddedness in the organisational culture and daily practices and the role of inclusive leaders in shaping employees’ perceptions, as this leadership may have significant implications for their engagement and performance.

This research offers a better understanding of what contributes to an inclusive workplace and the role of inclusive leaders in building up employees’ perception of inclusion that, thus, enhances their engagement.

Neste estudo analisamos a relação entre práticas de diversidade e engagement dos colaboradores no contexto específico de uma empresa de telecomunicações.

Mediante regressões lineares simples e múltiplas, avaliamos o efeito mediador da perceção de inclusão e o papel moderador da liderança inclusiva, bem como se este estilo de liderança promove a perceção de inclusão dos colaboradores.

Os resultados têm por base uma amostra de 238 respostas e mostram que existe uma correlação positiva entre a perceção das práticas de diversidade e o engagement, mediada pela perceção de inclusão. A liderança inclusiva não modera, porém, aquela relação, embora influencie positivamente a perceção de inclusão dos colaboradores.

Este estudo enfatiza: (a) a importância da perceção de diversidade e inclusão dos colaboradores como prioridade estratégica nas suas organizações e a importância da sua incrustração na cultura organizacional e práticas quotidianas; e (b) o papel dos líderes inclusivos na modelação das perceções dos colaboradores, dado que este estilo de liderança tem implicações significativas ao nível dos seus níveis de engagement e desempenho.

Esta pesquisa oferece uma melhor compreensão sobre o que contribui para um ambiente de trabalho inclusivo e o papel dos líderes inclusivos na construção da percepção de inclusão dos colaboradores, que, por seu turno, melhora o seu engagement.

En este estudio analizamos la relación entre las prácticas de diversidad y el engagement de los trabajadores en el contexto específico de una empresa de telecomunicaciones.

Mediante regresiones lineales simples y múltiples, evaluamos el efecto mediador de la percepción de inclusión y el rol moderador del liderazgo inclusivo, así como si este estilo de liderazgo promueve la percepción de inclusión de los trabajadores.

Los resultados se basan en una muestra de 238 respuestas y muestran que existe una correlación positiva entre la percepción de las prácticas de diversidad y el engagement, mediada por la percepción de inclusión. El liderazgo inclusivo no modera, sin embargo, esa relación, aunque influye positivamente en la percepción de inclusión de los trabajadores.

Este estudio enfatiza: (a) la importancia de la percepción de diversidad e inclusión de los trabajadores como una prioridad estratégica en sus organizaciones y la importancia de su incrustación en la cultura organizacional y las prácticas diarias; y (b) el papel de los líderes inclusivos en la configuración de las percepciones de los trabajadores, ya que este estilo de liderazgo tiene implicaciones significativas para su engagement y desempeño.

Esta investigación ofrece una mejor comprensión de lo que contribuye a un ambiente de trabajo inclusivo y el papel de los líderes inclusivos en la construcción de la percepción de inclusión de los trabajadores, que, a su vez, mejora su engagement.

The literature on equality, diversity, and inclusion in organizational and societal contexts has grown in leaps and bounds over the last two decades or so. Our understanding of these phenomena in a global context is, however, limited, as attention has mostly been paid to the United States and other Western countries. This chapter aims to address this gap by exploring workplace diversity in Nigeria, an under-researched context, characterized by high diversity and low inclusion. Our goal is to understand the factors that shape diversity management operating in such a challenging context and to analyze the problems and prospects of building a highly diverse and inclusive environment.

Using a case study approach, the chapter analyzes four dimensions of equality and diversity (ethnic, religious, age, and HIV/AIDS) across four organizations.

This exploratory study highlights the challenges of building a diverse and inclusive workplace in a weak institutional environment. We identify competing logics of managing diversity in Nigeria: institutionalizing ethnic representation vs building a meritocracy (ethnic), maintaining religious neutrality vs promoting religious freedom (religion), keeping the elder tradition vs harnessing the power of youth (age), and managing safety and reputation vs providing employment security (HIV/AIDS).

This study sheds light on the importance of underlying thoughts on the effectiveness of diversity policies and argues that managers and organizations need to know how to balance competing logics and manage paradox effectively. It accentuates the importance of the national institutional environment in shaping diversity practices and provides insights for practitioners and policymakers.

This paper aims to provide a critical reflection on diversity and inclusion research from the hospitality and tourism literature.

Through conducting a critical reflection, this paper used a thematic analysis focused on integrating the scholarly literature that has developed separately: one focusing on the human resources perspective and another concentrating on customer behavior. This critical reflection bridges the gap between these two perspectives.

The authors develop and offer a research agenda for future research drawing from three areas ripe for future research: human resources management, diversity resistance and marketing. They focus on theory-driven research that has practical applications to make hospitality and tourism more inclusive for both the workforce and consumers.

Meaningful research must be translated into practice, and by addressing these research gaps, organizations can gain insights into diverse worker and customer experiences and create more effective diversity initiatives.

The current literature often lacks an integrated approach that bridges the gap between the two reviewed perspectives: the human resources management and marketing perspectives. A holistic understanding of diversity and inclusion is vital, as it recognizes the interconnectedness between employees and customers within the context of the hospitality and tourism sector is important for several reasons.

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.

This paper uses an inter-domain approach by linking organization change and development models to Indian indigenous disability management literature.

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.

This paper draws implications for disability management and highlights the need for a practice perspective towards disability management and OD.

This paper provides an integrated view of critical factors influencing workplace disability management and OD.

The purpose of this study is to examine the aspects of workplace environment and the experiences of LGBT (lesbian, gay, bisexual and transgender) employees in an Asian context; a subject that has hitherto been somewhat neglected. It responds to a call for more contextual research in the field of employment diversity in organizational management in general.

This is a mixed method study, which utilizes multiple sources of primary and secondary data and consists of in-depth personal interviews, a survey of LGBT employees, published data (including legislation and state policies), reports issued by social and media organizations, documentary evidence from Taiwanese companies and insights drawn from the existing literature.

It was found that there is an interplay between the macro, meso and micro levels in the multilevel relational framework applied to diversity of employment in Taiwan. Macrolevel factors, such as supportive legislation, mass media and social tolerance toward LGBT community positively affect mesolevel factors, such as stable and secure social networks among the LGBT community in the form of legal and social organizations (NGOs, social media, bars, restaurants, etc.) as well as many companies inclusion of sexual orientation in their definitions of diversity. However, this is opposed by macrolevel, cultural values related to family structure and intergenerational relationships that inhibit pro-active integration and equality of LGBT individuals at the meso organizational level. Companies headed by older-generation leadership can be slow to advocate, support and promote sexual-orientation diversity in their workplaces. In contrast, microlevel data shows that LGBT employees receive robust psychological support from their peer group, friends and the LGBT community, although gaining acceptance by family and coworkers remains a challenge.

Future studies need to focus on the dynamics of the meso- and microlevel factors by investigating how organizational structure, perspectives of leaders and HR managers, diversity management practices and attitudes and behaviors of LGBT employees and other coworkers affect development and integration of sexual-orientation diversity programs within organizations.

Managers, policy makers in organization as well as educators benefit from the context-sensitive findings and recommendations offered in this paper.

Understanding of LGBT individuals employment environment helps to facilitate or hinder the positive development of equal society and benefit both LGBT employees, their coworkers and managers.

Limited research exists on the LGBT employees experiences at work in Asia. This study makes unique contribution to the understanding of sexual orientation category of diversity at work in Taiwan context.

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.

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.

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.

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.

Drawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and joint effects of CEO and CDO majority–minority group status on workplace diversity outcomes, outlining key identity-based and relational moderators (e.g. value threat, relational identity and leader–member exchange) of these relationships.

The literature on relational demography and leader–member exchange to develop propositions for future research was integrated.

This is a conceptual paper. There is no empirical data reported testing the propositions.

The authors extended theory and research on relational demography by focusing on senior leaders in the organization and proposing that the influence of CEO and CDO demographic characteristics on the enactment of diversity practices may be contingent on key identity-based and relational processes.

The authors are not aware of any studies investigating how personal characteristics and relational processes relating to the CEO and CDO may influence the implementation and effectiveness of workplace diversity management practices. In a similar vein, the authors contribute to the research literatures on relational demography and social identity by extending the application of these theories to senior leaders in organizations and in relation to the work of CEOs and CDOs.