Peer Review and Feedback for Topic Selection and Literature Review
Diversity, Inclusion, and Employee Engagement
Today’s workforce is diverse. Therefore, organizations require practices that include people from all backgrounds. These practices can have positive outcomes such as innovation, increased commitment, flexibility, and improved productivity both at the individual and organizational levels. When organizations take diversity as an opportunity, they show commitment to supporting all employees. This creates a conducive working environment. Employees feel like part of the system boosting their trust as well as engagement. Implementing diversity practices, organizations create a trusting working environment that promotes employee engagement.
According to Downey et al., (2015), organizations must establish policies that support employee inclusion to benefit from the highly diverse workforce. The authors use social exchange theory to argue that when organizations create a trusting climate through diversity practices, they improve employees’ sense of engagement. According to Cho and Barak, (2008), inclusion in the workplace has an effect on job performance. When employees have high perceptions of inclusion, they are more committed leading improved profitability (Farndale et al., 2015).
According to social identity theory, inclusion gives employees a sense of belonging to a larger social group (Nair, N. & Vohra, 2015). This sense of belonging improves their psychological wellbeing which has a positive impact on their engagement. Therefore, creating a climate that gives employees a sense of belonging improves their job engagement associated with improved productivity (Kerga & Asefa, 2018).
The topic of ‘Diversity, Inclusion, and Employee Engagement’ is timely and relevant. This is considering that diversity is more common than ever today. In addition, organizations need to keep employees engaged. This is important for instilling value addition as well as a sense of purpose to achieve organizational goals (Panicker & Balu, 2018). Studies on this topic will help organizations discover the importance of diversity practices and employee inclusion as an opportunity to drive success.
Cho, S. & Barak, M. (2008). Perceived Homogeneous Culture: A Study of Organizational Commitment and Job Performance among Korean Employees. Journal Administration in Social Work, 32, (4), pp.100-126.
Downey, S., Werff, L., Thomas, K. & Plaut, V. (2015). The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45, pp.35–44.
Farndale, E., Biron, M., Briscoe, D. R., & Raghuram, S. (2015). A global perspective on diversity and inclusion in work organisations. The International Journal of Human Resource Management, 26(6), pp.677-687.
Kerga, A. & Asefa, A. (2018). The Effect of Workforce Diversity on Employee Performance (The Case of Ethio-Telecom South West Addis Ababa Zone. Asian Journal of Economics, Business and Accounting, 8(1), pp.1-27.
Nair, N. & Vohra, N. (2015). Diversity and Inclusion at the Workplace: A Review of Research and Perspectives. Indian Institute of Management Ahmedabad, pp.1-36.
Panicker, T. & Balu, L. (2018). The Impact of Workforce Diversity on Employee Engagement in Manasco Group. International Journal of Engineering Technology Science and Research (IJETSR), 5(3), pp.103-111.