DIVERSITY AND INCLUSION IN THE WORKPLACE

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Contents

Introduction:..........................................................................................................................................1

Diversity:................................................................................................................................................2

Inclusion:...............................................................................................................................................2

Concept:................................................................................................................................................3

Critical diversity concepts:.....................................................................................................................3

Implications of diversity and inclusion in the workplace:......................................................................4

Gender:..................................................................................................................................................4

Gender identity:....................................................................................................................................5

Religion and beliefs:..............................................................................................................................5

Race and ethnicity:................................................................................................................................5

Culture:..................................................................................................................................................6

Age:.......................................................................................................................................................6

Effects of Inclusion in the workplace:....................................................................................................6

Theories for diversity and inclusion:......................................................................................................7

Social cognitive theory:.........................................................................................................................7

Scheme theory:.....................................................................................................................................8

Diversity management theory:..............................................................................................................8

Social identity theory:............................................................................................................................8

Conclusion:............................................................................................................................................9

References...........................................................................................................................................10
Introduction:

Diversity is neither shocking nor confusing, yet it might appear to be both at the same time at

times. An increase in the amount of diversification occurring within organisations appears to

have occurred in recent years, which can be attributed to a variety of different sources. A

similar point can be made about inclusivity, which does not have to be considered a tough

concept to accept because people simply want to be themselves. Within a particular incident,

variety is defined as the presence of differences between people who are in the same

situation. When this /manifests itself in the workplace, it manifests itself in discrepancies

based on race or ethnicity, as well as gender or any number of other characteristics. It is the

goal of inclusion that everyone should experience a sense of belonging and support from the

organisation, and this is something that is practised throughout the entire organisation.

Diversity:

To be considered diverse, something must be distinct from everything else. People have

always been distinct; thus, the concept of diversity is not novel. Even though diversity has

existed for a long time, defining it remains a challenge. As a result, it is difficult to define

diversity because it encompasses both obvious and subtle characteristics. Simply said, this

means that some aspects of variety are easier to recognise, define, and discuss than others

since they are more easily observed.

In other circumstances, diversity can also be viewed of as selective, context-dependent, and

relative. On the assumption that certain characteristics, such as accent, physical ability, and

cultural background, are regarded to be more indicative of diversity than others, the

selectivity of diversity is based on Rather than defining people as "different" from the rest of

their environment, we might say that they are different because of their surroundings. As a

result of the relative nature of diversity indicators, they are difficult to understand. A man and
a woman may look physically masculine, yet only one of them may identify as a man. A

person may be the same age as another, but one may see themselves as much younger, and

the other as much older (Buchan, 2019).

Inclusion:

Inclusion is defined as the process of assisting employees who do not feel a sense of

belonging in the organization's mainstream in developing that sense of belonging, as well as

the process of assisting employees who do feel a sense of belonging in the organization's

mainstream in maintaining that sense of belonging. An inclusive approach to diversity, or,

more precisely, diversity management, guarantees that individual differences are not only

acknowledged but also woven into the very fabric of the organization's culture, as opposed to

a more traditional approach to diversity.

As a result, current employees feel a sense of belonging in the organisation, and prospective

employees are drawn to the organisation; • Employees feel a sense of commitment to one

another, to the organisation, and its goals; • The organisation continues to promote freedom

and choice while also addressing diversity; and • The organisation continues to promote

freedom and choice while also addressing diversity, as evidenced by the following:

It is also critical to acknowledge the fact that employees may feel both included and excluded

at the same time in the workplace. While an employee may feel included among his or her

co-workers, he or she may not feel included throughout their department or organisation. As

some researchers have discovered, the sense of inclusion in one context does not necessarily

convert into perceptions of inclusion in all future organisational situations in the same

environment. In addition, it should be recognised that just because an individual is currently

feeling inclusion does not imply that they will continue to do so in the future. Significant

because it demonstrates that firms who aspire to be inclusive and are taking steps to do so
may nevertheless have employees who do not believe in the concept of inclusion (Farndale,

2010).

Concept:

It is essential that the workplace is diverse and inclusive for all employees, regardless of their

background or role within the organisation, to feel equally included in and supported in all

parts of their work lives. No of what position they hold within the organisation, this is true. It

is vital to emphasise the word "in all areas" throughout the entire document. It is the traits

that define each of us that are referred to as "diversity." These characteristics include our

histories and personalities as well as our life experiences and religious beliefs, which all

contribute to our sense of self and belonging. Our individual and communal differences

influence our point of view, our approach to issue solving, and everything else we do in our

daily lives.

In a varied work setting, new ideas and practises are more likely to emerge. The likelihood of

enhanced workplace productivity is greatly increased because of a greater range of abilities

among employees, as well as an expanded diversity of experiences and viewpoints (Gee,

2018).

Critical diversity concepts:

In the workplace, diversity refers to having a workforce that is diverse in terms of colour,

ethnicity, sexual orientation, gender identity, age group, religious affiliation, physical ability,

and other demographic characteristics, as well as workers from different geographical

regions. It's critical to identify and categorise the specific gaps in your organization's

diversity, equity, and inclusion that exist and to understand the factors that contribute to these

gaps. This is especially true when examining your diversity objectives. It is the characteristics

such as beliefs, histories and personalities that are referred to as "diversity." These
characteristics contribute to our sense of self as well as our sense of belonging. Our

perspective, our point of view, and our approach to problem-solving are all affected by a

combination of our individual and collective diversity, which is reflected in our diverse

society (Gordon, 2018). When it comes to human features, the concept of diversity must be

widened to recognise and appreciate the complete spectrum of human characteristics in their

respective socio-ecological historical, and cultural settings. An important component of the

individuation process is the awareness that every individual, family, community, and societal

group have characteristics that separate them from the rest of their peers in their sectors.

In the workplace, diversity refers to having a workforce that is diverse in terms of colour,

ethnicity, sexual orientation, gender identity, age group, religious affiliation, physical ability,

and other demographic characteristics, as well as workers from different geographical

regions. Identifying and analysing the precise gaps that exist in your organization's efforts to

promote diversity, equity, and inclusion is essential before reviewing your diversity targets

(Hafner, 2020).

Implications of diversity and inclusion in the workplace:

When it comes to encouraging diversity and inclusion in the workplace, it is more than just

regulations, initiatives, and headcounts (D&I). Fair employers beat their competitors because

they recognise and value each team member's unique needs, perspectives, and strengths. Fair

employers beat their competitors because they recognise and value each team member's

unique needs, perspectives, and strengths. As a result, organisations that are diverse and

inclusive have greater employee trust and commitment than those that are not (Halter, 2017).

Gender:

It is possible that a rise in the proportion of men in a traditionally female-dominated

workforce, or vice versa, will be interpreted as tokenism or reverse discrimination. Long-term

in high female turnover or poor female self-investment on the part of female employees. Pull

factors (such as child or elder care) appear to have a greater impact on female employees than

male employees, which may have an impact on employee turnover rates. Wage inequalities

between men and women continue to be a source of controversy and revealing any

inexplicable gap in the earnings of female employees would draw attention to the situation

(Rhou, 2020).

Gender identity:

Heteronormativity refers to gender assumptions that have been developed in numerous

organisations. Those who are born masculine, for example, are supposed to subconsciously

identify as such. Transgenderism may be underappreciated in the workplace, which may

result in a negative attitude toward individuals who decide to shift their gender identity (Ham,

n.d.). When communicating with co-workers who identify as more than one gender, such as a

man who seems to be male but who identifies as neither, they may use a range of pronouns to

convey their feelings.

Religion and beliefs:

Employees may request holidays at a variety of times, era, and date throughout the year since

different religions observe distinct holy days, making rostering more complicated.

Disagreements in opinions on a wide range of issues between people of different religions

and belief systems are a source of conflict among employees, particularly in areas such as

sexual orientation and marriage, proper clothes and behaviour, and the roles of men and

women. Baseless and assumptive views toward an employee's religion or belief system, as

well as the level to which they practise it, might emerge based on their origins or the origins
of their parents, resulting in misunderstandings and the employee becoming isolated (Hargett,

2017).

Race and ethnicity:

Those who do not fit into the perceived categories connected with their race or ethnic origin

may feel marginalised because of the frequent formation of preconceptions, or false

presumptions, basis on their race or background. Additionally, it is commonly assumed that

persons of a particular ethnic background adhere to a specific race, ethnicity religion, and as a

result, well-intentioned efforts to grant specific days off in the first instance. Disagreements

amongst individuals from different racial or ethnic backgrounds may occur because of

historical events. This is especially true in the military. Racial discrimination and racism in

organisations that employ people of different races and ethnicities, maybe more so in some

countries than others, may be an issue in some countries. Employees that are racist may find

it difficult to overcome their prejudices in the long run.

Culture:

Culture can have an impact on employees' perceptions of their own and their employers' roles

as well as their work ethic and expectations, as well as their attire and communication styles,

depending on where they live. Its reward and incentive values and preferences, such as

individual versus group based compensation, commission-based compensation versus

definite bonus, and desire for work-life balance; Its risk tolerance and need for structure and

rules; Its willingness to take risks or need for structure and rules; Its risk tolerance and need

for structure and rules; Its risk tolerance and need for structure and rules Working styles that

are individual or collective; Preferences for working alone versus working with people;

Concentrate on the here and now or the here and now (Roberson, 2019).
Age:

Some younger and some older employees may find themselves at odds with one another

depending on their attitudes toward age. Age discrimination against older or younger

employees can have a negative impact on both performance and recruitment and retention. It

is considered that different age groups have distinct preferences in terms of management

strategies, flexibility, work-life balance, and rewards. Older workers may decide to cut their

working hours or change careers (Hughes, 2018).

Effects of Inclusion in the workplace:

Trust in an organization's personnel is invaluable, and when a company follows through on

its promises, it earns the trust of its employees. Following the implementation of diverse and

inclusive practises, employees have reported higher levels of job satisfaction than in the

previous year. As a result, both output and profitability have seen significant increases in

recent years. Employment satisfaction and productivity are higher among employees who

believe they have command of their jobs. Employees who believe they have command of

their jobs are more likely to be content in their jobs and to be more productive in their jobs.

Individual differences are recognised and used to ensure that everyone succeeds at work. It is

feasible to achieve results in an inclusive workplace by implementing policies and methods

that are fair to all employees, as well as allowing a diverse range of people to engage and

operate efficiently as a team. Employees reported better levels of job satisfaction following

the implementation of diverse and inclusive practises than the prior year. As a result, output

and profitability have increased significantly in recent years. Employees who believe they

have influence over their jobs are more likely to be content with their current jobs than those

who do not. Employee confidence rises as a result, leading to the production of innovative

ideas by the workforce (Kline, 2019).

Social cognitive theory:

It is a theoretical framework that investigates the relationship between individual health

behaviours and their experiences, as well as the actions of others and their surrounding

environment. It is known as Social Cognitive Theory (SCT).   The process of closely

following and monitoring the outcomes of persons who are performing or modelling good

behaviour is known as observational learning. It focuses on some of the cognitive processes

that employees engage in when learning new skills. The ability of an individual to learn on

their own, known as independent learning, is also described by social cognitive theory

(Scanlan, 2018). Those who exhibit self-control learn to perform a specific behaviour even

when there is no external reward to remind them that they should. This widely used paradigm

regularly guides behavioural modification therapies in a variety of circumstances. This form

of research may be very useful for analysing how individuals interact with their surroundings

and interpret their environment in rural locations. The SCT can be used to better understand

the relationship between socioeconomic factors influencing health and a person's previous

experiences, as well as how these factors influence individual behaviour change (Macfarlane,

2012).

Scheme theory:

It is through the concept of schemas that we can better understand how people encode

information about one another depending on demographic parameters. When individuals,

events, and objects are categorised, it is because of previously perceived knowledge or ideas

that have been encoded in schemas. When they meet new people, they use these categories to

evaluate them and make decisions on how to interact with them. The co-workers based on

criteria such as ethnicity, gender, and other forms of diversity. As well as developing
organisational policies and leadership structures, they also create work environments (Mousa,

2020). It is the schemas that employees construct that impact their attitudes and behaviour

toward one another, which can be either favourable or bad.

Diversity management theory:

The theory of diversity management, even though it is a relatively new theory of

organisational management, was developed in response to the observation that many

organisational leaders are ill-equipped to deal with the diverse populations that can be found

in today's workplaces and markets.

Social identity theory:

The social identity idea may also be perceived negatively. According to social identity

theory, we categorise people as belonging to an in-group or an out-group when we first

encounter them (not belonging to our group). Our in-group members are viewed as diverse,

whereas our out-group members are homogeneous. In other words, we see out-group

individuals as having similar traits (i.e., fitting stereotypes). It is believed that this perspective

is formed because of encounters with members of our in-group rather than members of our

out-group (Powell, 2012). There is often a lot of in-group bias, as well as denigration of

members of opposing groups. Members of minority groups, on the other hand, are not always

in favour of their own. It is probable that, in addition to broad positive sentiments toward

White people and men, widespread negative opinions toward other races and women exist.

Victims of in-group favouritism are hired, promoted, and rewarded at the expense of

members of minority groups, which is often illegal under a variety of federal and state laws.

Conclusion:

The writers aimed to educate readers so that they would have a better knowledge of what

diversity and inclusion are as well as why we should care about it and how we can all work
together to build more inclusive workplaces. The inclusion of different people is not merely

something that is "good" to do; it is something that should be done because, if done well, it

has the potential to provide benefits for both the organisation and individual employees. It is

possible that the organisation will face substantial obstacles because of its variety, many of

which will be difficult to overcome. As a matter of fact, by making a concerted effort to be

inclusive and making a deliberate effort to be inclusive and utilising all of knowledge, tools,

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