Equality, Diversity and Inclusion: An International Journal

Laura Dobusch

2014 Equality, Diversity and Inclusion: An International Journal

doi: 10.1108/EDI-08-2012-0066

Purpose – The purpose of this paper is to anchor the buzzword “inclusive organisation” in a theory‐based perspective by identifying meanings of inclusion and exclusion in various scientific discourses. Design/methodology/approach – The paper provides an overview about inclusion/exclusion and its different usage in four “western” scientific discourses. By analysing the role of organisations in each discourse, relevant aspects for specifying the concept of “inclusive organisations” are identified. Findings – The concept of “inclusive organisations” needs to be grounded in a wider industry context for determining adequate action strategies towards inclusiveness. More attention should be paid to the excluding effects of including measures and resulting changes in power relations. Research limitations/implications – The conceptual approach of the paper needs to be anchored in further empirical research on the measurability of inclusion/exclusion within organisations and on the implementation of organisational practices towards more inclusiveness. Originality/value – The value of the paper is its interdisciplinary approach to concepts of organisational inclusion and exclusion that are usually analysed separately. This fresh perspective paves the way for an original contribution to further develop the idea of “inclusive organisations”.

Renate Ortlieb; Barbara Sieben

2014 Equality, Diversity and Inclusion: An International Journal

doi: 10.1108/EDI-06-2012-0052

Purpose – The purpose of this paper is to theoretically and empirically analyse the question how organizations become inclusive – with special regard to migrants – and the potential limits to inclusion. Design/methodology/approach – The paper develops a theoretical framework based on Giddens’ structuration theory. By a firm‐level case study, the paper empirically examines the theoretical propositions. Findings – The paper proposes that inclusion bears specific kinds of the structural dimensions signification, domination and legitimation on which organizational actors draw to reproduce the inclusive organization. The empirical case reveals three areas of organizational practices – personnel recruitment and selection; training and development; meals and parties – in the making of inclusion. But the interplay of specific rules and resources also contains social practices of differentiation and hierarchization that limit inclusion. Research limitations/implications – Future studies would benefit from considering additional socio‐demographic characteristics and intersectionalities. An ethnographic approach on the basis of participant observation is also recommendable. A longitudinal empirical design focusing on causal relationships would expand the papers descriptive approach. Practical implications – The findings suggest that organizational actors can shape the structural dimensions corresponding to an inclusive organization by acting themselves accordingly and inciting others to do so. They should be aware of processes of differentiation and hierarchization that go along with practices of inclusion. Originality/value – Applying key arguments of structuration theory, the paper develops a comprehensive framework that considers corresponding rules and resources in detail. The empirical case study demonstrates the fruitfulness of the theoretical framework and reveals the ambivalence of organizational practices that promote inclusion.

Dorte Boesby Dahl

2014 Equality, Diversity and Inclusion: An International Journal

doi: 10.1108/EDI-11-2013-0093

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.

Karen A. Geiger; Cheryl Jordan

2014 Equality, Diversity and Inclusion: An International Journal

doi: 10.1108/EDI-12-2013-0115

Purpose – The purpose of this paper is to focus on the work of those with societal privilege in the practice of inclusion. It outlines the experience of privilege, obstacles raised by the study of women in cross‐race relationships, and offers guidance for those with privilege in how to use it in relationships and organizational inclusion efforts. Design/methodology/approach – The paper takes lessons from varied literatures about privilege, social justice, and organizational inclusion/diversity and applies them to the work of inclusion for those privileged by race in the USA. Findings – The paper offers guidance to those with race privilege in the USA. It suggests ways to problematize privilege, how to become a social justice ally, reframe what white means, develop awareness about race dynamics, use empathy cautiously, create a “third culture,” balance multiple identities, and acknowledge numerous power differentials. Research limitations/implications – Given the specific contexts and social identities chosen here, the conclusions may not generalize. Therefore, researchers are encouraged to extend the experience, obstacles and guidance for those with other kinds of privilege in other contexts. Practical implications – Because of global demographics, organizations have incorporated a wide range of workforce diversity and now need to maximize practices of inclusion so talent can be fully utilized. This paper provides specific practices that can cause those with privilege to create a truly inclusive environment. Originality/value – There is very little exploration about the role of those with societal privilege in the definitions and practices of inclusion. This paper's contribution is to outline the work to be done by those privileged.

Kenna Cottrill; Patricia Denise Lopez; Calvin C. Hoffman

2014 Equality, Diversity and Inclusion: An International Journal

doi: 10.1108/EDI-05-2012-0041

Purpose – The purpose of this paper is to examine perceptions of inclusion and related factors, to understand how organizations can encourage and facilitate the full participation of employees. The research explored authentic leadership (AL) as an antecedent of inclusion, and two outcomes, organization‐based self‐esteem (OBSE) and organizational citizenship behavior (OCB). Design/methodology/approach – Using an online survey, data were collected from 107 primary and 219 peer participants in various industries throughout the USA. Primary participants provided perceptual ratings on inclusion, AL, OBSE and OCB. Co‐workers assessed primary participants’ OCB. Findings – AL was positively related to inclusion ( β =0.58, p <0.01) as well as self‐rated OCB ( β =0.36, p <0.01). Inclusion was positively associated with OBSE ( β =0.48, p <0.01) and self‐rated OCB ( β =0.63, p <0.01). Inclusion mediated the relationship between AL and self‐rated OCB. OBSE mediated the relationship between inclusion and self‐rated OCB. All analyses controlled for the effects of race and gender. Practical implications – Results suggest organizations can promote inclusive environments through AL, and that inclusive environments promote employees’ work‐related self‐esteem and their willingness to go above and beyond in their jobs. Originality/value – This paper examines previously unstudied relationships, thus contributing to organizational theory and practice.

Preeya Daya

2014 Equality, Diversity and Inclusion: An International Journal

doi: 10.1108/EDI-10-2012-0087

Purpose – The extreme demographic misrepresentation of organisations is a key business and societal issue in South Africa (SA). The purpose of this paper is to provide organisations that are committed to the creation of a diverse and inclusive environment with key considerations that need to be managed in order to create more diverse drive transformation. Design/methodology/approach – This research uses a combination of quantitative and qualitative techniques to gain an understanding of the elements that need to be managed to enhance perception of inclusion in the SA workplace. Findings – The study finds that key inclusion elements that need to be transformed at an organisational level include “senior leadership”, “organisation climate”, “organisational belonging”, “communication” and “transparent recruitment, promotion and development”. At an interpersonal level or relational level, inclusion components include respect and acceptance, the “line manager/subordinate relationship” (which includes the subordinates experience of dignity, trust and recognition), “engagement” which includes decision‐making authority and access to information, and finally the “individual's relationship with the organisation's vision and values”. Finally, at an individual level, factors which influenced inclusion, and therefore required attention in recruitment or management were “personality”, “locus of control”, self‐confidence which includes self‐esteem and “power”. Research limitations/implications – While this research facilitated “deep” insight into the diversity and inclusion components, this study could have been enriched through exploring diversity and inclusion in other organisational contexts. Second, while the InclusionIndex™ survey provided a useful base measure of inclusion for this research, the use of a survey as the primary research tool might have been leading to the respondents. Third, because the InclusionIndex™ survey was used as the exploratory tool, and was the respondents’ first exposure to the diversity and inclusion terminology, the survey became the informal frame of reference for diversity and inclusion, and thus might have influenced the focus group discussion and semi‐structured interview responses. Practical implications – Using these diversity and inclusion considerations, leaders of pluralistic and multicultural organisations can focus their attention on developing inclusion areas that are weak and require more consideration. Second, this research aims to establish that inclusion extends beyond recruitment of diverse individuals to a process driven at organisational, interpersonal and individual levels. Originality/value – These management considerations are important and valuable because they can be used to guide systemic change in organisations, driven at organisational, interpersonal and individual levels. This approach will help organisations to move beyond employment equity compliance, to a commitment to multicultural diverse and inclusive organisations.