Abstract
Based on the review of literature, there is a growing importance and interest in the understanding of how diversity, equity, and inclusion affect the improved performance of an organization. Despite that, there are knowledge gaps in consensus on how the trio should be streamlined and implemented through policy frameworks that will be supported by the organization workforce to achieve increased performance. Through a review of relevant works of literature, an exploratory study and recommendations have been drawn which can be useful to policymakers, organizational managers, and leaders on various factors to consider for implementation of policies that are aimed at achieving enhanced performance through leveraging on the trio of diversity, equity, and inclusion. This study highlighted some guidelines that may be employed for mainstreaming diversity, equity, and inclusion towards achieving organizational performance. The study has also generated recommendations for potential future studies based on the consideration that the market in which organizations operate is dynamic and complex.
TopBackground
Achieving performance is a major area of focus for many organizations in the corporate business environment. Wanza and Nkuraru (2016) explained that employees are majorly important in driving such organizational performance and goals within a corporate environment. This means that employees are a major asset that may either positively or negatively affect and influence organizations' goals within a corporate setting.
In addition to Wanza and Nkuraru (2016)’s view on the important roles employees play towards influencing an organization’s performance, SHRM (2020) explained that organizations may consider diversifying, practicing equality, and engaging employees effectively to achieve success. By this statement, it can be stated that a workplace that embraces a lip service of the principles of diversity, equity, and inclusion may be an indication for achieving its set targets. SHRM (2020), added that it is important for organization leaders to consider laying some critical emphasis on the factors that can influence mainstreaming the tripods of diversity, equality, and inclusion for future workplace ethics.
Key Terms in this Chapter
Moral Value: Is the measurement of standard an individual used in choosing or identifying what is right from wrong which could vary from one individual to another.
Organizational Goal: Is a set goal and achievable targets which is clearly stated by an organization to be actualized within specific period of time.
Inclusion: Is the level of acceptance and sense of belonging that organizational workers enjoys within the organization despite their race, age, creed, nationality, religion and ethnic.
Workplace Diversity: The differences amongst workers of an organization which ranges from multi-cultural, religious, ethnic, age difference, sexuality difference, language and educational differences.
Workplace: A designated place, building or location where specific official activities or job is performed either for oneself or for an employer.
Diversity: Multiple differences and similarities observed among individual with different characteristics as a result of race, age, creed, nationality, religion, ethnic, etc.
Workers Performance: How organizational workers/employees completes required tasks and responsibilities, with focus on achieving the organizational goals and objectives over a period of time. The individual worker's achievement after efforts has been expended on a particular task given.
Equity: Applying general norms in an organization with focus on facts, circumstances, unique clause and avoiding extremes. The uncompromising fairness and objectivity given to employees of an organization regardless of their race, age, creed, nationality, religion and ethnic.
Mainstreaming: This is the process of considering a particular idea or belief as a norm or as an accepted practice.