4.1. Workplace Inclusion
In today's world of rapid change and intensifying talent competition, diversity and inclusion have evolved into critical elements of strategic plans for many organizations. Due to the Cultural Revolution and demographic changes that are affecting the modern workplace, businesses must use inclusivity as a strategy to succeed (Ashokkumar M. & Manisha S., 2017). Workplace interactions must go beyond representation metrics to engage a more diverse population. Differentiations must exist within a certain context to be considered diverse (Ortlieb, R. et al., 2021). Ensuring equality is the process of ensuring that policies and strategies are equitable, impartial and give each person the greatest results possible. Inclusion is the process of ensuring that workers experience a sense of belonging at work (Leone, M., 2020 & Ganeshan, M. K. & Vethirajan C. 2022).
The "inclusion" attitude pushes the collective effort away from the phrase "some" and toward the term "all" (April, K., & Blass, E. (2010). Additionally, inclusiveness necessitates a fundamental shift in the organizational structure, human resource policy, operational procedures, leadership style, and overall organizational culture (Itam, Urmila & Bagali, M. M. 2018). It suggests that diversity and inclusion require a fundamental shift in culture at all levels individual, interpersonal, and organizational. Further evidence for this was provided by Thomas & Ely (1996; cited in Itam, Urmila, & Bagali, M. M. 2018), who found that effective diversity and inclusion strategies foster favorable attitudes and behaviors toward the workplace and organization.
According to Nishii (2013), in inclusive workplaces, people from various backgrounds are treated equally, given value for who they are, and included in important decisions in addition to those who belong to traditionally dominant identity groups. An exclusionary workplace is based on the belief that all employees must adhere to previously established organizational values and norms, while an inclusive workplace is based on a pluralistic value frame that respects all cultural perspectives represented among its employees (Mor Barak, M. E., & Daya, P. 2014; Vohra, N.et al., 2015). In conclusion, inclusion entails giving members of socially marginalized groups, and equal opportunity to participate and contribute, while also giving non-marginalized group members the same opportunities (Allen, S. et al., 2018). It also involves assisting staff members in their efforts to be fully engaged at all organizational levels and to be authentically themselves.
4.2. Workplace Inclusion Category
Workgroup inclusion, leader inclusion, perceived organizational inclusion, organizational practices inclusion, and inclusion climate are just a few of the various inclusion categories that have been presented and addressed in the literature. Each of those components is described below, along with a review of related research. Although the literature on each of the inclusion constructs has grown somewhat independently to some extent, this review reveals commonalities that cut across studies and constructs. We summarize the literature and then talk about these new themes and their implications for the future.
4.2.1. Workgroup inclusion
In modern organizations, workgroup inclusion has become a crucial aspect of ensuring the success of teams. It involves creating a work environment that promotes collaboration, diversity, and open communication among team members. This approach recognizes that every individual has unique strengths and perspectives, and that the team can function optimally when each member's contributions are valued and heard. As a result, inclusion boosts employee morale, promotes creativity, and ultimately leads to improved productivity and greater success for the organization.
Most study state that everyone, regardless of majority or minority status, is the target group of inclusion because of its emphasis on accepting and valuing individual diversity (Shore, L. M. et al., 2011 & Ferdma B.M., 2014). Additionally, inclusion goes beyond diversity because utilizing variety for creativity, effectiveness, and well-being may need more than just recognizing diversity (Guillaume et al., 2014). The pluralistic value framework that underpins the inclusive workplace respects all cultural perspectives represented among its employees (Mor Barak & Daya, 2014). It also enables various groups to support one another to be fully engaged at all levels of the organization as existence (Shore, Cleveland, & Sanchez, 2018 & Chung, B. G. et al., 2020).
The optimal distinctiveness theory (ODT; Brewer, 1991) suggests two themes that also appeared in the diversity and inclusion literature, namely the satisfaction of belongingness and uniqueness demands. Shore, L.M. et al. (2011) developed a conceptual model of inclusion based on these two themes. According to their definition, inclusion within a work group refers to the extent to which a worker feels valued by the group and receives treatment that satisfies his or her desires for uniqueness and belonging.
According to Shore et al. (2011), belongingness and uniqueness are both essential components of inclusion in work groups, and inclusion promotes positive relationships with the boss and group members as well as job satisfaction, organizational commitment, job performance, and well-being. Distinctiveness and belongingness are different components of work group inclusion, and inclusion is related to supervisor evaluations of creativity and job performance, according to subsequent empirical studies (Randel et al., 2018 & Chung, B. G. et al., 2020).
4.2.2. Inclusive leadership
Inclusive leadership refers to a management approach where leaders prioritize diversity and actively work towards creating a work environment that respects and values the differences of all employees. Inclusive leaders seek to foster a culture of belonging, where people feel accepted and valued for who they are, and can contribute their unique perspectives and talents to the organization. By promoting diversity and inclusion, these leaders encourage creativity, innovation, and better decision-making, which ultimately leads to a more successful and sustainable business.
Many CEOs and corporate leaders view diversity as a strategic priority that makes significant contributions, such as higher levels of creativity and innovation (Groysberg & Connolly, 2013). Although many businesses have increased the diversity of their workforce, it is becoming increasingly clear that this does not guarantee the potential advantages or the retention and/or promotion of members of these groups to positions of power within businesses (Cook & Glass, 2014; Roberson, Q., & Perry, J. L. 2022). Unfortunately, attempts to find, nurture, and advance people from underrepresented groups may not always ensure that their skills are adequately utilized or that their opinions are fully heard and effectively incorporated into organizational decisions (Randel, A.E et al., 2018 & Chung, B.G. et al.,2020).
To address this issue, we suggest that inclusive leadership fosters the efficient operation of heterogeneous work groups in ways that are not adequately covered by other styles of leadership. Based on different recent empirical studies, we define inclusive leadership as a set of leader behaviors that are focused on helping group members feel like they belong to the group and maintain their sense of individuality while contributing to group processes and outcomes (Shore, et al., 2011; Roberson, Q., & Perry, J. L. 2022 & Van K. D., & Van Ginkel, W. P., 2022).
The effects of inclusive leadership concerning diversity were the subject of numerous empirical types of research. According to research conducted by Randel, A.E., and his colleagues (2018), inclusive leadership happens as a result of particular actions that promote a sense of belonging and highlight the value of individuality. The interactive effects of leader inclusion and psychological diversity atmosphere on helpful behavior for men and women, as well as for Whites and people of color were compared by Randel and his colleagues. Then, they emphasize the significance of steadfastly promoting diversity and inclusive leadership for women and people of color.
The Deconstructing Exclusion for Inclusive Leadership model, a framework for practice, is provided as a practical guide for deconstructing exclusionary practices and fostering positive, healthy human relationships, according to empirical findings by Booker, D. L., & Williams, M. R. (2022). The approach is backed by the affective qualities, cognitive abilities, and personality characteristics that inclusive leaders need to combat exclusion, promote inclusive partnerships, and promote social justice outcomes.
An important component of this is that inclusive leaders concentrate on integrating the ideas of team members with various perspectives to produce synergistic performance outcomes, such as higher-quality decisions and more creativity and innovation, or more generally higher-quality knowledge work performance (van Knippenberg & van Ginkel, 2021).
According to research conducted by Alang, T. and his colleagues in 2022, inclusive leadership behaviors first supported workplace diversity by promoting Indigenous presence through recruiting, training and development opportunities, and promotion into decision-making roles. Second, inclusive leadership promoted a sense of belonging for Indigenous people by viewing Indigenous workers as valuable group members and empathizing with their difficulties. Third, inclusive leadership was vital in embracing Indigenous individuality in the context of a Confucian and collectivist-influenced nation by promoting their voice over their work, appreciating their contributions, and accepting their distinctions. And also inclusive leadership is crucial for fostering inclusiveness in diverse teams (Alvarez, S. M. & Alvarez, J. F., 2018; Ashikali, T. et al., 2021).
Additionally, the results of the study by Simmons, S. V., & Yawson, R. M. (2022) indicate that inclusive leadership promotes the best interaction between leaders and followers in diverse organizations. By intentionally exhibiting inclusive leadership characteristics, leaders may inspire learning companies, catalyze relationships among employees, and foster a culture where everyone works to their full potential. In sum, inclusive leaders would be successful in reducing policy-practice coupling as seen by all members of the group, not only those with a history of dominance or high status (Mor Barak, M. E.et al., 2022).
4.2.3. Perceived Organizational Inclusion
Perceived organizational inclusion refers to an individual's subjective experience of feeling included within an organization. It is a sense of being valued and respected, regardless of one's background, identity, or differences (Gill, G. K.et al., 2018 & Chordiya, R. 2022). Perceived organizational inclusion is important because it has a significant impact on employee satisfaction, motivation, and performance.
The substantial corpus of empirical research demonstrating the importance of perceived organizational inclusion is the result of extensive conceptual and empirical work on perceived organizational inclusion by Mor Barak and her colleagues (Mor Barak, M. E., & Daya, P. 2014). A measure of inclusion-exclusion was created by Mor Barak and Daya, P. (2014), and it had three parts: participation in work groups, decision-making, and access to information and resources.
The findings of the study by Chen, C., & Tang, N. (2018) revealed that organizational commitment served as a mediator to link employees' perceptions of inclusion to job roles and innovator role performance. The effectiveness of team roles was also closely related to perceived inclusiveness. The finding was also supported by different scholars (Ellemers N et al., 2013; Ponzoni, E. et al., .2017 & McGraw, M. L. 2022).
4.2.4. Organizational Inclusivity Practices
Organizational inclusivity practices refer to the strategies and actions implemented by a company to ensure that all individuals, regardless of their background or identity, feel valued, respected, and included in the workplace. These practices typically involve creating a culture that embraces diversity and promotes equity and inclusivity for all employees. By fostering an inclusive workplace environment, companies can increase employee engagement and productivity, reduce turnover rates, and attract a more diverse pool of job candidates (King & Land, 2018).
According to Ferdman, B. M. (2014), several excellent practices improve inclusiveness. First and foremost, leaders need to create a pipeline for diverse talent. However, they draw attention to the fact that keeping varied talent on staff is frequently a greater difficulty and calls for helpful procedures including executive sponsorship and accomplishment recognition. Second, they should deal with minor forms of discrimination such as "micro-inequities" and "micro-aggressions" (April, K., & Blass, E. 2010 & Sue, 2010). These can be purposeful or unintentional verbal, behavioral, or environmental treatments that convey a depreciation of a person's contributions. Thirdly, they ought to use a variety to boost productivity. Employee resource groups (ERGs), which were initially intended to provide networking and socializing opportunities for members of underrepresented groups, are today seen as strategically significant since they foster better relationships with clients and communities. Fourth, they should create inclusion-specific accountability frameworks that are integrated into the organization's performance management framework. Fifth, they should provide managers and staff with training so they may acquire the competencies required to exhibit the behaviors essential to such endeavors. Sixth, to ensure that the culture is inclusive; leaders must employ peer support in their attempts to promote inclusion.
Different scholar state that diversity literature depicts the inclusive organization as an ideal entity that welcomes social minorities who, in turn, feel valued and unique and have a sense of belonging to the organization (Bryer, A., 2020 & Ortlieb, R.et al., 2021).
According to the empirical study by Bryer, A. (2020) and Tuan, L. T. et al. (2021), public organizations should serve as models for other types of organizations when it comes to advancing the interests of the public. Hiring and managing a diverse workforce, including individuals with disabilities, is one method. Public organizations that want to improve these workers' performance should engage contextual mechanisms to support their psychological and physical health in terms of their desire for recuperation and job happiness. In light of their findings, public organizations should incorporate a disability focus into their human resource strategies, translate this focus into practices that are inclusive of people with disabilities, and then further translate these practices into resources for jobs that are accessible to people with disabilities (Sparkman, Torrence E. 2019 & McGraw, M. L. 2022).
The results of the study conducted by Sabharwal, M., et al. (2019) showed that an open and supportive workplace environment had a positive impact on turnover, suggesting that public sector managers must go beyond simply "talking the talk" to implement effective structural change in an organization's culture of inclusion. Inclusion in an organization is also impacted by discrimination against minority groups and individuals due to gender, physical handicap, religion, and culture (Irfan, M.et al., 2021). Inclusion focuses on behaviors and approaches that create a work environment that all employees, not only those who belong to privileged groups, see as inclusive (Randel, A. E. et al., 2018).
In summary, research on organizational inclusion practices highlights the importance of top management in creating and sustaining a setting where people of all social identity groups may be true to themselves while still receiving fair and respectful treatment. It is underlined that one of the major responsibilities of organizational leaders is to address issues of discrimination within the business and to encourage and foster the development of a talent pipeline among members of socially marginalized groups.
4.2.5. Inclusive Climate
An inclusive climate refers to an environment where individuals feel welcomed, valued, and respected regardless of their differences. It is a workplace or community that actively promotes diversity and inclusion, and celebrates the unique qualities and contributions of all individuals. An inclusive climate recognizes that everyone has unique strengths, experiences, and perspectives that can contribute to a better and more collaborative environment. It is important to foster an inclusive climate in all aspects of our lives, to promote equity, diversity, and inclusion.
It is thought that inclusive leadership is necessary for businesses with a varied workforce to facilitate the full appreciation and engagement of diverse people. Studies describing how leadership promotes an inclusive Climate in diverse teams are few and far between as of now (Allen, S., et al., 2018 & Ashikali, T. et al., 2021).
The environment must allow various people to be themselves, be regarded as insiders, and learn from and utilize the diversity among team members to foster a sense of inclusion (Shore et al., 2011; Nishii, 2013; Ellemers et al., 2013; Boekhorst, 2015; Dwertmann, D. & Boehm, S., 2015; Dwertmann et al., 2016). Two dimensions are of special significance to comprehending an inclusive climate at the team level. These factors allude to aspects of the team atmosphere rather than directly capturing belongingness and uniqueness (e.g., Shore et al., 2011).
The integration of disparities is the first dimension (Nishii, 2013). The expectations and conventions of accepting diversity and valuing it are prioritized in this category. Team members can play out their social identities when this is present, even if they are different from those of the mainstream or majority groups (Dwertmann & Boehm, 2015; Dwertmann et al., 2016; Nishii, 2013). The consequent freedom to be oneself might satiate people's need for individuality. Therefore, an environment where diversity is recognized and accepted would support people's needs for individuality. The second aspect, taking into account disparities in decision-making, entails actively seeking out various opinions and viewpoints that various team members may have (Nishii, 2013). This could help team members feel more a part of the group because it conveys the idea that their contributions are valued and put to good use. Integration and inclusion of diversity could support a setting where various people have the freedom to be who they are while also being a part of the group.
In this regard, we make an effort to summarize various findings from recent studies on inclusive workplace climate and to highlight their advantages, particularly in settings with a diverse workforce. The results of the study conducted by Ashikali, T. et al. (2021) demonstrate that increased team diversity does not always result in an inclusive climate. To foster an inclusive environment where various team members are recognized for the contributions they make to work procedures, inclusive leadership is required. For diverse teams to be inclusive, inclusive leadership is essential. The results of other empirical studies show how crucial it is to create an inclusive environment in firms and to capitalize on cultural diversity in firms’ teams. Additionally, it is critical to foster inclusive behaviors in the workplace proactively and consistently (Bryer, A. 2020 & Holmes, O.et al., 2021 & Uman T et al., 2022).
In sum, the literature discusses two very dissimilar strategies for fostering an inclusive climate. One is to promote support for and adoption of procedures that, through involvement in decision-making, fair hiring practices, and integration of differences, reduce status inequalities. The second is predicated on the idea that discrimination will happen and must be addressed. These methods are complementary in that they acknowledge the necessity for institutional procedures for resolving instances of discrimination and prejudice while incorporating constructive practices. These same two strategies are highlighted in the section above on organizational inclusion practices, indicating that while inclusion practices alone are insufficient for promoting equal opportunities, senior management's adoption of zero-tolerance policies and practices is essential to the accomplishment of inclusion efforts.
4.3. Dimensions of inclusive organizations
Although numerous concepts have been proposed in the inclusion field by academics and practitioners, better integration of these concepts is required. We deepen Ferdman's suggestions for a more comprehensive framework, which can be helpful for theory development, empirical testing, and practical application, by building on his thematic portrayal of the inclusion literature from 2014.
The first element, "feeling safe," refers to the emotional and physical security connected with expressing diverse viewpoints and ways of thinking from others (Carmeli et al., 2010; Hirak et al., 2012; Vohra, N. et al., 2015). Caramel and his colleagues believe that psychological safety plays a part in fostering creativity at work. This implies that leaders that are open, approachable, and willing to debate new ideas with staff members create a social environment where individuals feel psychologically secure to voice their opinions and suggest creative, practical solutions (Allen, S. et al., 2018; Booker, D. L. et al., 2022 & Davis, N. B., & Yeung, S. T. 2022).
The goal of inclusion, as we attempt to review the literature, is to make each person feel connected and appreciated. Everybody flourishes in a setting where our intrinsic value is acknowledged. To express who we truly are, we must feel secure. We require a sense of belonging to a greater whole.
A second element is "group involvement," which refers to the active engagement of employees in a company's mission and goals by contributing their suggestions, knowledge, and work to problem-solving and decision-making.
According to Shore et al. (2011), inclusion is the extent to which an employee feels valued as a member of the workgroup as a result of receiving treatment that satisfies his or her desires for belongingness and uniqueness. In addition to that, forming and sustaining solid and positive relationships with the boss and other team members helps satisfy an employee's need for belongingness at work (Szymańska, A. & Aldighieri, D. 2017 & Shore, L. M., & Chung, B. G. 2022). The study by Roberson, Q., & Perry, J. L. (2022) emphasizes the significance of creating environments where team members freely contribute to and build upon each other's ideas and leaders provide time and space for doing so, even when those contributions deviate from team norms.
The third dimension, "Feeling respected and valued," refers to how one is treated as a valued and regarded member of the group or organization. Respect can be shown for a specific person or a significant identification group (Nishii, 2013; Sabharwal, 2014; Tang et al., 2015). In the context of the workplace, inclusiveness refers to the sense of belonging and acceptance workers experience from their employer and coworkers, as was explored in the literature cited above. Employees who work in inclusive environments feel free to express themselves without worrying about discrimination or judgment from peers or senior executives, whether they do it in person or virtually (Bryer, A. 2020). Additionally, having an inclusive workplace is giving every worker equal opportunities to succeed regardless of their age, color, gender, sexual orientation, or any other traits. It all comes down to fostering a culture and work environment that values and celebrates people's uniqueness and diversity while treating them equally (Mor Barak, M. E., & Daya, P. 2014).
Hence, Inclusivity is beneficial from a business perspective too. Businesses that celebrate diversity and make people from all backgrounds feel accepted and valued have greater opportunities for innovation, creativity, and success. Therefore, inclusivity has advantages for businesses as well. Businesses that respect diversity and foster a sense of acceptance and value among employees from diverse backgrounds have a greater chance of being innovative, creative, and successful (Mustafa B. O. & Ahu T., 2015 & Mor Barak, M. E., Luria, G., & Brimhall, K. C. 2022).
Employees who feel that their opinions and viewpoints are valued and that they are being heard fall under the fourth feature, "impact on decision-making." This is frequently regarded as an important aspect of inclusion. The results of the study by Roberson, Q., and Perry, J. L., (2022) emphasize the value of creating environments where team members freely share and build on each other's ideas and leaders allow time and space for member contributions to be used for decision-making, even when they deviate from team norms. Various academics have endorsed this discovery as well (e.g. Nishii, 2013; Mor Barak & Daya, 2014; Sabharwal, 2014 & Mor Barak, M. E. et al., 2022).
The fifth element, "Authenticity," illustrates how organizations foster openness and the sharing of important identities. According to many experts, authentic leadership (AL) is a type of good leadership built on the idea of authenticity, which happens when people are aware of their strengths, limitations, and values and utilize that awareness to inform how they engage with others (Avolio and Gardner, 2010 & Johanna et al., 2014).
The main characteristics of AL: (1). Self-awareness: a thorough understanding of one's strengths, preferences, and values; (2). Relational transparency: openness and integrity in interactions; (3). Balanced processing: taking into account a variety of viewpoints when making decisions; and (4). internalized moral perspective: acting with integrity and following one's values and external standards that have been carefully considered to guide behavior (Walumbwa et al., 2010).
According to Johanna and his colleagues' (2014) research, inclusiveness and Authentic Leadership are fostered from both an individual and an organizational standpoint. Authentic leadership abilities, such as self-awareness, transparency, ethics, and processing of many views, which can improve organizational functioning, employee inclusion, self-esteem, and dedication, are likely to be advantageous for organizations.
The sixth element, "Recognizing, Honoring, and Advancing of Diversity," takes place when employees are treated fairly, their differences are shared for mutual learning and growth, and top management demonstrates their support for diversity in both words and deeds (Sabharwal, 2014).
According to Sabharwal's (2014) findings, regulations and structural improvements alone are insufficient to produce a productive workforce; instead, leaders must develop an environment that encourages inclusivity and gives people the freedom to realize their full potential. Thus, inclusive management seems to have more potential than diversity management alone for promoting workplace peace and increasing productivity.
4.4. SHRM and Inclusive Workplace
Strategic human resource management (SHRM) is an approach to managing people that aligns HR policies and practices with the goals of an organization. Inclusive workplace, on the other hand, refers to a workplace culture that values diversity, promotes respect, and creates an environment where all employees feel included and able to contribute their best work. Combining SHRM and an inclusive workplace can have a powerful impact on an organization's success. When HR policies and practices are designed to attract, develop, and retain diverse talent, it helps cultivate an inclusive culture where everyone feels valued and respected. This can lead to increased employee engagement, productivity, and creativity, and ultimately, improved business outcomes. By prioritizing SHRM and an inclusive workplace, organizations can create a strong foundation for growth and success in the long term.
Human resource management is essential for managing people strategically and creating an inclusive workplace to maintain a firm's competitive advantage, as several authors have emphasized ( e.g., Bamber et al. 2017). HR and line managers had a more favorable perception of their organization's inclusion management and saw it as a crucial issue. Line managers were able to enumerate numerous inclusion policies in their own divisions (e.g., Shore et al., 2011; Ningyu T. et al., 2015; Shore et al., 2018; Roberson, Q., & Perry, J. L. 2022). Ningyu and his coworkers made the argument that as line managers often have more access to information and are more involved in decision-making than other employees do, they are more educated about management methods than other employees who are typically policy makers or implementers.
To create inclusive work environments, HRM performs two different tasks strategically, as noted by Björkman, I. et al. (2014): These are 1) the role of HR policies and practices, and 2) the role of HR professionals themselves.
According to Boehm, S. et al. (2013), firms must implement adequate and targeted HR strategies to develop an inclusive work environment. To effectively manage a diverse workforce, Boehm and his colleagues argued that firms should ensure that their inclusive Strategic Human Resource practices ideally encompass all three HR policy domains and take into account the demands of work groups. These three areas of HR policy are (1) employees' skills and knowledge bases, (2) employees' motivation and effort, as well as (3) employees' opportunities to contribute to organizational goals. Their results were adopted from earlier research (e.g., Batt, 2002; Delery & Shaw, 2001; Lepak et al., 2006).
An inclusive HR practice that encourages employee knowledge and skills is enhanced by neutral recruiting practices and equal access to education and training. Equal opportunities for promotion, transfer, and advancement have a significant part in employees’ motivation, which is related to the second policy domain, and inclusive HR policies may incorporate them. Moreover, inclusive HR procedures may build a welcoming workplace culture that encourages and honors the contributions of all employee groups. All employees should feel empowered to speak up, contribute their ideas, and help boost company innovation and effectiveness as a result of such an inclusive culture (Lepak et al., 2006, Offerman & Basford 2014; Boehm et al. 2014).
HR professionals need to develop and put into practice HR practices to achieve a successful relationship between inclusion and innovation. The implementation of HRM practices, however, involves several actors. Organizations should invest in developing strong social exchange relationships between HRM professionals and line managers as well as between line managers and employees by focusing on fostering fruitful exchanges between these parties (Anna C. B. & Jeroen G. M. 2018). Human resources professionals play a crucial role in developing and implementing HR procedures inside a firm. Additionally, HR experts assist line managers in putting the planned HR procedures into effect.
According to Anna & Jeroen's (2018) research, line managers are more driven to implement HRM when they perceive a supportive HRM department, and they are prepared to pay it forward by motivating others to do the same for the organization. Also, a key component of implementation is the communication between line managers and employees. These findings are also supported by different writers ( e.g. Wright & Nishii, 2013; Makhecha et al., 2016). Hence, it is believed that proper implementation of SHR policies and practices is a multi-level and multi-actor process, and various HRM actors may contribute to the development of inclusive work environments and the promotion of Employees’ creativity and innovation (Bos-Nehles & Bondarouk, 2017).
4.5. Inclusive workplace and Employees' Creativity and Innovation
Having an inclusive workplace environment is crucial to promoting creativity and innovation among employees. When employees feel valued and respected for their diverse backgrounds and unique perspectives, they are more likely to contribute new and innovative ideas to the organization. In an inclusive workplace, employees feel comfortable sharing their thoughts and opinions without fear of discrimination or judgment. This fosters an environment of mutual respect and understanding, where employees can collaborate and build upon each other's ideas to create truly innovative solutions. Additionally, an inclusive workplace allows for diversity in skill sets and experiences within the workforce, which can help to bring fresh perspectives and approaches to problem-solving. Ultimately, an inclusive workplace environment is a key ingredient in unlocking the true potential of employee creativity and innovation.
As different writers state that, positive outcomes, such as high performance, creativity, and innovation, can result from high levels of inclusion (e.g., Carmeli et al., 2010; Hirak et al., 2012; Vohra, N. et al., 2015). The major characteristics of an inclusive workplace, as we attempted to explore in the preceding sections, are ‘feeling safe’, ‘group involvement’, ‘feeling respected and valued’, ‘impact on decision making’, ‘authenticity', and ‘acknowledging, honoring, and advancing diversity’ (e.g., Frazier, M. L. 2017; Shore, L. M., et al., 2018 & Shore, L. M., & Chung, B. G. 2022). These elements play an important role in fostering employee creativity and innovation within organizations.
Psychological safety is the capacity to present and use oneself without fear of adverse effects on one's self-image, position, or profession (Kahn 1990, as cited in Frazier, M. L. 2017). Hence, it may be said that it is a shared notion that people can express their thoughts, beliefs, and concerns without feeling threatened. Leaders must offer encouragement and demonstrate openness to suggestions to foster an inclusive work atmosphere where people feel free to voice their opinions (e.g., Carmeli, A., 2010; Ferdman, B. M. 2014 & Ashikali, T.et al 2021).
Employee voice, which is described as employees suggesting novel changes and suggesting adjustments to established practices even when others object, is connected to psychological safety (Rees, C. et al., 2013). Employees who believe they can voice their ideas and suggestions are more likely to be engaged at work, according to Rees, C. and his coworkers. Also, people are more likely to come up with creative ideas for change when they feel free to speak up and express themselves (e.g., Carmeli et al., 2010 & Irfan, M.et al, 2021).
Employees are therefore more likely to engage in creative work, which could ultimately result in the implementation of fresh and inventive ideas, when they feel comfortable speaking up and expressing themselves without fear (Frazier et al. 2017 Kremer, H., et al., 2018).
Another inclusion criterion is employees feel a sense of belonging and uniqueness (e.g., Ningyu T., et al 2015, Shore, L. M., et al., 2018 & Shore, L. M., & Chung, B. G. 2022). Employee voice and uniqueness both emphasize how individuals differ from one another and how their distinctions are respected by speaking up (Chung et al., 2020). Moreover, Chung et al. (2020) discovered a positive relationship between work group inclusiveness and employee creativity Therefore, based on the above description, we can deduce that organizations must foster an inclusive workplace where workers feel psychologically safe to voice concerns and suggest changes. This fosters a high level of involvement in creative and innovative work behavior, which can ultimately lead to innovation.
4.6. Strategic Human Resource Management Employees' Creativity and Innovation Mediating role of Inclusivity
The main objective of this systematic review study is to demonstrate how SHRM can foster an inclusive work environment that encourages employees' creativity and innovation.
Strategic human resource management (SHRM) practices are increasingly recognized as a key element in promoting employees' creativity and innovation in organizations. According to various academics, having an inclusive work environment is crucial for encouraging employees' creativity and innovation. For instance, inclusion may make employees feel comfortable speaking up, which may result in the generation of fresh ideas (e.g. Frazier et al., 2017; Chung et al., 2019; Ganeshan, M. K. et al., 2021).
The recent studies conducted by Liao et al. (2020), SHRM practices that enhance inclusivity have a significant positive impact on employees' creativity. Moreover, the study found that promoting diversity and inclusivity through SHRM practices can lead to a more innovative workforce and overall organizational success. Another recent study by Chen et al. (2021) supports these findings, suggesting that SHRM practices that foster employee autonomy, empowerment, and support for diversity and inclusion are positively related to employee creativity and innovation.
According to research, SHRM plays a crucial role in promoting diversity and an inclusive work environment. To achieve this, HR professionals can implement various policies and practices that foster creativity and inclusiveness. These practices can be grouped into three distinct domains: ability-enhancing HR practices, motivation-enhancing HR practices, and opportunity-enhancing HR practices (Batt, 2002; Delery & Shaw, 2001; Lepak et al., 2006; Jiang et al., 2012; Boehm et al., 2013). Within these domains, specific HR techniques have been identified as effective for promoting inclusiveness. Ability-enhancing practices include intensive recruitment and selection, training and development. Motivation-enhancing practices include performance management, compensation, rewards, and job security. Opportunity-enhancing practices include group involvement, job design, and team-building (Lepak et al., 2006; Jiang et al., 2012; Boehm et al., 2013). By implementing these practices, HR professionals can create a more inclusive and creative work environment. The strategic implementation of these conceived HRM practices with many interested parties, such as line managers, is essential to improving an inclusive work environment inside the firm because an inclusive workplace is one where employees are given the chance to voice their ideas and are appreciated for their contributions to the company (e.g., Sabharwal, 2014; Boekhorst, J. A., 2015 & Itam, U. & Bagali, M. M., 2018).
Based on regulatory fit theory by Higgins (1998), quoted in Shore et al. (2018), organizations have two potential strategies: management preventive orientation and management promotion orientation that can help them achieve the goal of perceived organizational inclusion. To ensure the safety and security of the company, managers with a preventive orientation put their attention on preventing exclusion. Also, managers that have a promotion orientation, as depicted in Fig. 4, aim for growth and success in their pursuit of the objective of an inclusive organization. Although the themes in the literature highlight the importance of corporate commitment to treating employees inclusively, the extent to which this treatment is implemented differs widely between firms (Boekhorst, J. A., 2015 & Bryer, A., 2020).
To sum up, SHRM plays a crucial role in creating an inclusive workplace that fosters employees' creativity and innovation. Line managers and company culture are key drivers of this process. Line managers are responsible for implementing HR policies and practices that promote inclusivity and create a safe work environment where employees feel comfortable expressing themselves. To achieve this, line managers must foster a supportive environment by being receptive to feedback and open to new ideas. By doing so, they can encourage employees to share their creativity and innovative solutions. In addition, a diverse and cooperative team can enhance the company culture, and a sustained commitment to valuing and including employees from different backgrounds can lead to a more creative and productive workplace. The conceptual framework in its simplest form is shown in Fig. 4.
4.7. The Implication of the Study
This study has significant implications for both the organization as a whole and for professionals in human resource management.
First, as previous studies state, organizations can implement several practices to create an inclusive work environment (e.g., Anna C. et al 2017; Allen, S. et al 2018; Shore, L. M., et al 2018 & Ashikali, T., et al 2021). Yet, there is a need to examine how SHRM contributes to inclusive workplace environments that foster innovation and creativity among employees. This study's primary goal is to construct the key SHRM practices from earlier research and demonstrate how to create an inclusive workplace to foster employees' creativity and innovation within the company.
In keeping with this, we make an effort to construct the three key practices that stimulate an inclusive workplace. These are ability-enhancing practices, motivation-enhancing practices, and opportunity-enhancing practices (e.g., Batt, 2002; Delery & Shaw, 2001; Lepak et al., 2006; Jiang et al., 2012; Boehm, S. et al. 2013). Based on this, the theory proposed that HR practitioners may concentrate on a variety of HR practices and design policies across these three HR practice domains to have an impact on employees' knowledge and abilities, drive and effort, and opportunities to contribute. By doing this, employers can improve their employees' feelings of inclusion, which may encourage them to come up with more creative ideas and promote innovation within the organization.
Second, the effectiveness of SHRM practices, as developed by top management and HR managers, is constrained until they are utilized and experienced by employees (Wright & Nishii, 2013). Line managers are typically seen as playing a crucial role in implementing HR practices because they are the main organizational implementers of HR techniques (Woodrow, C. & Guest, D. 2014). These influence how employees view HRM and how well they perform (Sikora, D. & Ferris, G. 2014). Line managers, however, are not acting alone in the implementation of HRM because they are assisted by a variety of HRM actors, including HRM professionals and employees. The primary significance of HRM experts is their part in developing and implementing SHRM practices inside a business (Guest, D. & Bos-Nehles, A. 2013). Moreover, Anna C. et al. (2018) support the idea that HRM specialists should assist line managers in the HRM implementation process. Thus, line managers play a significant part in fostering a safe and welcoming environment where employees feel accepted regardless of who they are and what function they have, in addition to implementing SHRM practices. Line managers must, therefore, foster an atmosphere that is safe and welcoming for employees to express themselves freely because doing so can enhance their creativity and innovation (e.g. Rees, C., et al., 2013 & Kremer, H. et al.,2018).
In conclusion, implementing strategic human resource policies and practices with leadership inclusion is very beneficial for creating an inclusive work environment that accepts staff members with a variety of social identities. A growing body of research shows that inclusive leadership fosters psychological and physical safety, workgroup identity, a sense of respect and worth, psychological empowerment, positive employee attitudes, and improved performance (e.g. Shore et al., 2018 & Mor Barak, M. E., et al., 2022). Also, managers with a preventative attitude focus on preventing exclusion to ensure the safety and security of the organization. By committing to legal compliance and enacting applicable policies, management can avoid legal action and other damaging actions. Similar to this, commitment to the application of the policies and practices outlined in our inclusion themes must promote the growth of a safe and welcoming environment and positive employee perceptions of inclusion, resulting in employees' creativity and innovation.