predictors and consequences of exclusion and inclusion at the culturally diverse workplace

reading lecture 1

introduction

This chapter addresses the predictors and consequences of exclusion and inclusion in culturally diverse workplaces. It emphasizes that simply increasing diversity does not automatically lead to positive outcomes, often resulting in social exclusion and intergroup conflict.

Exclusion and Discrimination in Diverse Workplaces:

• Research shows that cultural minority groups are more likely to experience social exclusion and discrimination at work, limiting their opportunities and job satisfaction. According to the Attraction-Selection-Attrition (ASA) framework, organizations tend to become homogenous as they prefer hiring people similar to their current workforce. This leads to fewer opportunities for minorities and often unfair treatment. For instance, non-Western immigrants in the Netherlands face discrimination in job recruitment and promotion.

• However, positive contact at the workplace can reduce these discriminatory practices, as shown by Intergroup Contact Theory, where repeated and cooperative contact between cultural groups can foster social trust and reduce bias. Still, studies show that even when minority members secure jobs, they continue to experience job dissatisfaction and higher voluntary turnover due to exclusion.

inclusion in organizations

• Inclusion is more than the absence of exclusion—it requires organizations to provide employees with a sense of belonging and value their authenticity. Inclusion is related to both individual and organizational perceptions.

• Theoretical perspectives: Different models conceptualize inclusion from two angles: individual employees' sense of inclusion and organizational inclusiveness. Inclusion, according to the authors, is about how much an organization makes employees feel they belong while allowing them to express their unique identities authentically

components of inclusion

• Belongingness: The need for employees to feel connected and part of the organization. Research shows that when people’s need to belong is unfulfilled, it can lead to various cognitive, emotional, and behavioral problems.

• Authenticity: The extent to which employees can remain true to themselves and express their uniqueness in the organization. When authenticity is respected, it leads to better well-being and higher job satisfaction.

consequences of inclusion

Inclusion benefits both individual employees and the organization. For individuals, inclusion leads to higher job satisfaction, self-esteem, and better mental well-being. For organizations, inclusive environments improve innovation, productivity, and overall group functioning.

conclusion

To create inclusive organizations, both majority and minority employees must feel they belong and are valued for their individuality. A balanced diversity approach, acknowledging differences while also emphasizing shared values, can lead to greater commitment, identification, and improved organizational outcomes.