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International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 1
Impact of Workplace Inclusivity on Employee Morale and Performance
Dr. Trinley Paldon, Senior Assistant Professor
Xavier Institute of Management and Entrepreneurship, Bangalore-560100
Bhumika Motwani, PGDM Student
Xavier Institute of Management and Entrepreneurship, Bangalore-560100
Nishtha Sharma, PGDM Student
Xavier Institute of Management and Entrepreneurship, Bangalore-560100
Abstract
In recent years there has been a shift from diversity to inclusivity in the workplace. There have been varied explanations
and interpretations in all aspects of diversity and inclusion to help us in understanding their meanings and
conceptualizations. Grounded in theoretical frameworks surrounding workplace inclusivity among the varied work
groups, culture and research on diversity. This paper explores the reciprocal relationship between workplace
inclusivity on the employee performance and morale. The paper posits that fostering workplace inclusivity enhances
employee performance and morale, while simultaneously, high morale and performance contribute to a more inclusive
workplace culture. This reciprocal relationship underscores the importance of organizational commitment to
inclusivity and the positive outcomes it yields. The study will lead us to the theoretical foundation of how an inclusive
environment in an organization can impact the personnel’s morale and performance and it will deepen the link between
the direct relationship that exists between workplace inclusivity on the employee morale and performance.
Keywords: inclusion, employee morale, motivation, diversity management, organizational performance, employee
performance
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 2
i. INTRODUCTION
In recent years, the concept of workplace inclusivity has garnered substantial attention within organizational research.
It generally refers to "involves giving socially marginalised group members the same opportunity to participate and
contribute as they do to non-marginalized group members, and supporting employees in their efforts to be fully
engaged at all levels of the organisation and to be authentically themselves." (Shore et al., 2018).
Scholars emphasize that workplace inclusivity should extend beyond mere representation of diverse groups. It
necessitates fostering an environment that supports all employees, which may involve initiatives such as offering
training and resources to managers to address biases and promoting open communication and feedback channels
(Santoro et al., 2020; and Glowka et al., 2022). Therefore, it is crucial to recognize that workplace inclusivity not only
carries ethical and moral significance but also bears a relationship with the employees in the organization.
It is impossible to overestimate the importance of promoting an inclusive workplace in the dynamic environment of
modern businesses. In the pursuit of success and longevity, the productivity and well-being of employees have become
crucial factors. The study explores the complex topic of workplace inclusion, paying particular attention to the
significant impact on worker morale and productivity.
Diversity and inclusion are not simply catchphrases; they are necessary for success. It is important to understand the
intricate connections between an inclusive workplace and the productivity and well-being of its employees.
However, despite a growing body of research and attention on the workplace inclusivity topic, the outcomes in the
context of impacting employee morale and performance have received very less attention. Therefore, this research tries
to find if inclusivity at workplace impacts the employee morale and performance.
The following section consists of review of literature, methodology, results and findings and conclusion.
ii. Review of Literature
Countless studies have underscored the pivotal role that morale and performance play in organizational success, with
an increasing emphasis on the interplay between these factors and the broader concept of workplace inclusivity. This
review seeks to explore the extensive body of literature surrounding the impact of morale and performance, the
strategies for fostering inclusion in the workplace, and the theoretical underpinnings that elucidate the intricate
dynamics at play.
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 3
i. Impact of morale and performance
In HRM, employee motivation is a key target. The psychological mechanism that gives behaviour direction and
purpose is known as motivation (Lindner, 1998). A different perspective might contend that motivation is the inside
desire to satisfy an unfulfilled need (Lindner, 1998). With these two concepts in mind, it is evident that the term
"motivation" describes an action that piques someone's interest in changing their present situation and moving in the
direction of a better one. Employee motivation is critical to an organization's performance and needs to be handled
carefully, claims Ganta (2014). Employees who lack motivation are more likely to produce mediocre work and quit.
One of the advantages of inclusion that employees mention is that they feel more confident when they can be who they
are at work. When people are allowed to be who they are at work instead than trying to be someone they are not, they
can be most productive.
Furthermore, a person's perception of their own talents may improve as their confidence grows, which may positively
impact performance. This assurance could increase the likelihood that workers will engage in supra-role activity known
as Organisational Citizenship activity (OCB) (O'Donovan, 2018).
Organisational citizenship behaviour (OCB), has been linked to improved organisational performance, is another
crucial factor (Koys, 2001). The characteristics of OCB are as follows: (i) conscientiousness, which denotes that
workers go above and beyond what is called for in assigned tasks; (ii) altruism, which denotes that workers assist one
another; (iii) civic virtue, which denotes that workers participate in the political life of the company in an open and
responsive manner; (iv) sportsmanship, which denotes that workers have positive attitudes and do not complain; and,
lastly, (v) courtesy, which denotes that workers show consideration for one another (Koys, 2001). The organisational
culture has a significant impact on generosity within a given organisation.
A work environment that prioritises individualism, employee competition, and exclusion will diminish altruism and,
consequently, the work environment as a whole. In addition to focusing on developing Diversity and Inclusion (D&I)
rules, organisations must make sure that employees internalise these practises. Therefore, in order to create a truly
inclusive and cooperative workplace, a shift in values and cultures is required to represent the new compromise with
inclusiveness. It goes without saying that if the values are from above, then employees will be inspired to work together
and treat one another with respect.
This is what is meant by courtesy, which is to create a safe and accepting environment where employees can be
themselves without worrying about criticism or having their integrity compromised. Positive connections at work as it
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 4
drives employee engagement which helps them to perform better at work (Bhuvanaiah and Raya,2015). Employees
look for fair treatment and involvement to foster.
ii. Fostering Inclusion in the workplace
Establishing accountability systems for inclusion within the organization's performance management system is
identified as a best practice. This involves embedding measures of inclusion into performance management, aligning
individual and organizational goals with inclusive practices. Leaders are encouraged to invest in training programs
aimed at equipping employees and managers with the necessary skills for fostering inclusion that helps in creating and
sustaining an inclusive environment.
Roberson (2006) helps to distinguish between practices related to inclusion and diversity. The author also pointed out
to include people of marginalised identity groups in decision-making. By highlighting the particular inclusion
management techniques used by Chinese businesses and highlighting the cultural quirks particular to the Chinese
setting, Tang et al. (2015) expands on this understanding. The concept of organisational inclusion behaviours is
introduced by Sabharwal's (2014) research and includes fair treatment from management, employee influence on
choices, and commitment from top leadership. The study highlights the need for leaders to actively practise inclusive
behaviours in order to have a good impact on organisational performance, as diversity management alone is not
adequate. Daya (2014) found that inclusion is multifaceted and that important components include communication,
belonging, organisational atmosphere, senior leadership, and transparent recruitment.
Tremblay (2017) investigates the complex interactions between workplace culture, humour, and inclusion by
examining the relationship between leader humour climate, organisational citizenship behaviour (OCB), and
organisational inclusion perceptions. For leaders of organisations, Gallegos (2014) and Gotsis and Grimani (2016)
offer doable recommendations on how to cultivate an inclusive culture. This entails setting clear expectations for
behaviour, fostering inclusive settings, demonstrating inclusive behaviour, and keeping a close eye on hiring and
promotion trends.
iii. Theoretical Background
Understanding the fundamentals of workplace inclusion is the first step towards exploring its effects on morale and
performance. Shore et al. (2011) and Cox and Blake (1991) stated that an inclusive workplace transcends simple
demographic diversity. It includes an organisational culture that respects and values individual differences and helps
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 5
workers feel like they belong. The literature reveals a major theme that emphasises how psychological safety affects
employee morale in inclusive settings.
Edmondson (1999) research on psychological safety mentioned morale rises when workers feel free to express
themselves honestly without worrying about repercussions. Workers who work in inclusive environments feel more
psychologically comfortable, which has a favourable effect on their general well-being and job satisfaction. Workplace
inclusivity is associated with higher levels of employee engagement (Delery & Doty, 1996; and Grant, 2012). A sense
of purpose and belonging is fostered by inclusive environments, and this leads to higher levels of engagement.
Employees that are engaged demonstrate improved job performance and productivity. Further Delery and Doty (1996),
found that employee attitudes and behaviours are influenced by organisational culture, especially the degree of
inclusion. Moreover, Mor Barak and her colleagues studied the essence of inclusivity as organisations negotiate the
challenging terrain of diversity and inclusion (Mor Barak & Cherin, 1998). They emphasised that an inclusive
workplace goes beyond following rules set forth by the company. It represents a pluralistic value system that honours
various cultural viewpoints and promotes an atmosphere in which every person is respected and acknowledged (Mor
Barak & Daya, 2014).
Nishii (2013) Defined inclusion are as follows: equitable treatment, true respect for each person's individuality, and
active involvement in decision-making. Equal chances are created for all employees in inclusive workplaces, which
embrace a wide range of cultural perspectives, as opposed to exclusionary workplaces that require adherence to pre-
established standards. Inclusion actively seeks strategies for creating environments where diversity is not a mere
demographic metric but a source of organizational advantage (Winters, 2014). Inclusive environments foster
collaboration, flexibility, and fairness, ensuring that every individual can contribute to their full potential (Office of
Personnel Management, 2011). The emphasis is not just on the benefits of equal opportunity but on invoking policies
and practices that transform diversity into a tangible organizational advantage (Hays-Thomas & Bendick, 2013).
The shift towards inclusivity brings into the question the impact it is creating on employee morale and employee
performances. Inclusivity has been identified as a vital driver to enhance employee work engagement and it has been
found that particularly inclusive leadership has a strong and significant influence on employee work engagement.
(Cenkci et al,2020). Work engagement refers to the state of mind that is enthusiastic, committed and absorbed while
engaged in one’s work. (Schauefeli et al,2002). Inclusive work environments have been shown to influence employee’s
willingness to go beyond the job roles and engage in organizational citizenship behaviour. Through person-job fit,
inclusivity and employee work engagement are positively correlated. The findings also show that the positive direct
association between inclusive leadership and person job fit as well as the indirect relationship between inclusive
leadership and work engagement through person job fit are moderated by employees' sense of responsibility (Bao,
2021).
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 6
The way that diversity, equality, and inclusion (DEI) are understood and approached in the modern workplace is
undergoing a profound change. Companies are realising more and more that creating a diverse, equitable, and inclusive
workplace is not only the right thing to do, but also a smart move with direct effects on productivity and success. This
acknowledgment is a result of mounting data indicating that inclusive and diverse workplaces foster creativity,
employee engagement, and overall corporate performance in addition to social responsibility (Oswal, Siddiqui, 2021).
It is reasonable to hypothesize that workplace inclusion and employee engagement, both yielding comparable
advantages for organizations, are likely interrelated, possibly even mutually reinforcing. However, the precise nature
of their relationship requires deeper investigation, as suggested by prior studies (Downey et al., 2014; Ohemeng &
McGrandle, 2021; Settles, 2016).
There exists a wide range of opinions concerning the effects of implementing diversity and inclusion policies on
business performance. Advocates of diversity enhancing organizational outcomes assert that individuals from diverse
backgrounds offer varied perspectives that enhance decision-making. Additionally, they emphasize the potential
external benefits, such as meeting consumer needs, fostering brand loyalty, and boosting sales, which can result from
increased diversity within a company. Conversely, detractors of promoting diverse workforces argue that hiring
individuals from diverse backgrounds may reduce cohesion and teamwork, thereby potentially increasing turnover
rates (Herring, 2009). According to Richard (2000), when analysing the effects of racial diversity on organizational
performance, a resource-based perspective is applied. This viewpoint suggests that firms with similar characteristics
may exhibit differences due to variations in their resource composition. Richard contends that a diverse workforce can
confer a competitive edge upon a business by enabling it to engage with a broader spectrum of customers and market
segments.
The systematic literature review aims to establish a robust understanding of the intricate relationship between
workplace inclusivity, employee morale, and performance. By synthesizing existing research findings, this review
seeks to shed light on the multifaceted dynamics at play within organizational environments which are diversity
initiatives, leadership practices, and organizational culture. The review endeavours to uncover how these factors
influence employee perceptions, attitudes, and behaviours. Ultimately, by elucidating the connections between
workplace inclusivity, morale, and performance, this theoretical background sets the stage for empirical research to
further explore and validate these relationships in diverse organizational contexts. Through collaborative efforts to
promote inclusivity and equity in the workplace, organizations can not only enhance employee well-being and
satisfaction but also drive innovation, productivity, and sustainable growth in the ever-evolving landscape of the
modern workforce
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 7
iv. Methodology
A Systematic Review of research methodology is employed to comprehensively explore the impact of workplace
inclusivity on employee morale and performance. Here’s a concise breakdown of our methodology: Keyword
Selection: The authors initiated search on the EBSCO database using strategically chosen keywords: “Workplace
Inclusivity” and “IMPACT OF Workplace inclusivity on performance.” Filtering Criteria: To refine the focus, the
authors used specific filters, narrowing the scope to papers published between 2000 and 2023. This ensured relevance
and contemporaneity in the collected data. Application of Filters: After applying the temporal filter, 32 papers remained
in consideration for further analysis out of the 52 papers retrieved. In-depth Examination: Subsequently, these 32
papers were studied to understand workplace inclusivity’s impact on performance and morale of an employee in the
organization. Systematic Review: The systematic review phase involved synthesizing insights from scholarly articles,
research papers, and industry reports. This methodical process aimed to extract actionable insights and delved a
comprehensive overview.
v. Result and Findings
K. Milchus, J. Sanford, F. Harris, M. Linden, H. Mahajan (2015) study highlights the positive impact of universal
design (UD) on work outcomes, particularly in relation to job satisfaction. Unlike traditional views that focuses solely
on task performance, UD features promote both inclusivity and task effectiveness.
Notably, UD features in common areas like meeting spaces and break rooms significantly influenced performance,
participation, and job satisfaction, emphasizing the importance of extending accessibility beyond individual
workstations.
Lynn M.Shorea, Cleveland, Sanchez (2018) work illustrates the importance of organizational commitment to
inclusivity through inclusive practices, fostering contributions from diverse employees. The evolving literature on
inclusion requires clarity in definitions and measures, underscoring the necessity for collaborative efforts between
scholars and practitioners to advance inclusive workplace initiatives effectively.
Babaita, Ahmed, Olowookere (2023) found a significant correlation between inclusive leadership and employee work
engagement in hospital settings, with leaders fostering an environment of accessibility and inclusivity, valuing diverse
backgrounds and skills. These findings resonate with prior research, emphasizing the influential role of inclusive
leadership in promoting engagement and innovative behaviour among employees. Furthermore, the study suggests that
inclusive leadership positively influences work engagement, particularly in green environments, underlining its crucial
role in creating supportive organizational climates that encourage innovation and prosocial behaviours. Overall, the
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 8
research underscores the multifaceted impact of inclusive leadership on employee engagement and organizational
climate, shaping behaviours beyond routine tasks.
Carmeli, Palmon, Ziv (2009) highlighted that inclusive leadership, characterized by traits like openness and
accessibility, fosters psychological safety among employees, which in turn enhances creativity. These results
underscore the significance of inclusive leadership in cultivating environments conducive to innovation within
organizations.
Royall (2021) mentioned the vital role of leadership and open communication in fostering an inclusive workplace
through effective diversity training. Leaders are instrumental in facilitating cultural understanding and creating
opportunities for cross-cultural interactions among employees. Furthermore, it underscores the importance of
organizational support and continuous reinforcement for the success of diversity training programs. Overall, the
findings underscore the significance of valuing diversity and fostering inclusiveness for organizations to thrive in the
global economy.
Qi (2019) found a positive relationship between inclusive leadership and employee innovative behaviours, mediated
by perceived organizational support (POS). Specifically, when employees perceived their leaders as inclusive and
supportive of their ideas, they felt valued by the organization, which in turn increased their innovative behaviours.
Bao, Xiao and Noorderhaven (2022) found that inclusive leadership positively influences employee work engagement
through perceived person-job fit, particularly when employees feel a high level of personal responsibility for their
work. The study contributes to inclusive leadership theory by integrating social information processing theory and
person-environment fit theory, enriching the understanding of the relationship between inclusive leadership and work
engagement. Additionally, it identifies perceived person-job fit as a critical mediator, shedding light on the underlying
mechanisms linking inclusive leadership and work engagement. This research fills a gap in existing literature by
unpacking the complex dynamics of these relationships and providing theoretical and empirical evidence to support
the proposed model.
Barak (2018) studied the dynamics of inclusion within a diverse human service organization (HSO), revealing its
pivotal role in shaping perceived quality of care. Through fostering climates for innovation and bolstering job
satisfaction, perceptions of workplace inclusion positively influenced the overall quality of care provided. Notably, the
research underscored the significance of inclusive environments in encouraging idea sharing and innovation among
employees.
Moreover, it shed light on the nuanced interplay between personal characteristics such as age and education, as well
as group-level characteristics like racial and ethnic diversity, in shaping perceptions of inclusion. Older employees
reported feeling less included, hinting at potential age discrimination, while higher education levels were associated
with greater feelings of inclusion. High racial and ethnic diversity within work groups was linked to heightened
climates for inclusion, suggesting the pivotal role of diversity in fostering inclusive environments. These findings offer
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 9
valuable insights into the intricate dynamics of diversity and inclusion within organizational contexts, particularly in
human service healthcare settings.
Moreover, beyond just demographic representation, genuine inclusion requires valuing and embracing differences in
thoughts and perspectives. When individuals feel included, they are more likely to contribute their unique talents and
ideas, fostering innovation, creativity, and overall organizational success (Nair,2015)
Priyashantha (2019)investigated the impact of workforce diversity, encompassing age, educational background,
religious affiliation, work experience, and attitude diversity, on employee performance. Through regression analysis,
positive and significant relationships were found between workforce diversity and employee performance across all
dimensions studied, consistent with previous research. These findings emphasize the importance of diversity
management in enhancing organizational performance.
Despite advancements in workplace diversity, inequities persist, with disparities evident in earnings and opportunities
based on characteristics like gender, race/ethnicity, and other factors. Research reveals that women, minorities, and
individuals with diverse attributes often face lower salaries, limited promotions, and unequal treatment compared to
their counterparts (Shore,2011).
Sikandar (2022) The research paper investigates how diversity and inclusion policies affect an organization's
performance and makes the claim that greater efforts to promote diversity and inclusion result in better performance.
The four distinct Gender Equality Score components are the main topic of this research. This series of equations
examines the relationship between particular elements—like work-life balance, workforce balance, equal
compensation, and gender equality in leadership—and organisational effectiveness.
MAKUDZA, MUCHONGWE, DANGAISO (2020) workforce diversity and employee productivity, leading to
improved customer experience. While age diversity showed no significant impact and gender had a moderate inverse
effect, secondary dimensions of diversity positively influenced productivity. Practical implications suggest
implementing diversity management frameworks to accommodate employees' unique characteristics and foster
collaboration between HR and marketing units. Despite limitations, the study validates the pivotal role of workforce
diversity in enhancing both employee productivity and customer experience.
Joy (2016) Stated that the IT industry in India has become the largest private sector employer, offering significant
opportunities for educated women to pursue lucrative careers. A key factor driving women graduates to IT firms is the
presence of gender-neutral HR practices, ensuring fair opportunities for all. Recognizing the challenge of retaining
skilled employees, especially women, software firms are implementing inclusive strategies to mitigate turnover.
Brown (2023) investigated the relationship between workplace inclusivity and employee engagement among
SOM workers by using information from six employee engagement surveys conducted between 2012 and 2020.
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 10
Nevertheless, a weak and erratic association between the two variables was found by the statistical analysis, which
prevented a direct correlation from being established.
This points to a possible indirect association that might be impacted by other unidentified variables. The study
emphasises the complexity of workplace inclusion and employee engagement in spite of these ambiguous findings,
highlighting the continued significance of encouraging inclusive and engaged workplace cultures for favourable human
and organisational outcomes.
All tested variables significantly influence inclusion, including belongingness, uniqueness, decision-making, access to
resources, and job security. Moreover, inclusion positively correlates with employee effort, supporting the notion that
fostering inclusivity enhances organizational culture and performance (Ohemeng, McGrandle, 2020).
Jaiswala, Dyaram, Khatri (2022) including gender, age, religion, marital status, first language, and region of origin. It
is found that the sample closely mirrored national demographics. Employee well-being correlated significantly with
perceived surface diversity, inclusion, and perception of organizational politics, while no significant correlations were
found with control variables.
Sabharwal (2014) The paper advocates the case that inclusive settings are preferable to diversity management strategies
and that they improve employee performance. The ability to influence organisational decisions, fair treatment, and a
commitment to inclusion from senior leadership are the three main ideas of organizationally inclusive behaviours, or
OIB. Although diversity management alone has little effect on organisational performance, it can have a favourable
effect when integrated with OIB.
The findings underscore the importance of dedicated leadership fostering inclusion and empowering employees to
influence decision-making. Organizations relying solely on structural and policy changes to accommodate diversity
may not fully succeed in increasing productivity. Therefore, it's crucial for organizations to cultivate inclusive
environments and empower individuals to contribute fully. Inclusive management holds greater potential for workplace
harmony and improved productivity compared to diversity management alone.
Robust diversity and inclusion programs offer numerous benefits, including enhanced employee morale, improved
brand reputation, and even financial success for firms. ( Rodriguez, 2019).
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 11
CONCLUSION
In conclusion, the impact of workplace inclusivity on employee morale and performance is a significant and
burgeoning area of study within organizational research. Over the years, numerous studies have shed light on the
multifaceted relationship between inclusivity and employee outcomes. Factors such as employee engagement,
organizational citizenship behaviour, and overall job satisfaction have emerged as key indicators in demonstrating and
establishing the link between inclusivity and its effects on morale and performance.
Research has consistently shown that workplaces characterized by inclusivity tend to foster higher levels of employee
morale, job satisfaction, and overall well-being. When employees feel valued, respected, and included, they are more
likely to be motivated, engaged, and committed to their work. This, in turn, translates into improved performance
outcomes, including higher productivity, creativity, and job performance. Moreover, the positive impact of workplace
inclusivity extends beyond individual employees to the organization as a whole. Inclusive workplaces often experience
lower turnover rates, reduced absenteeism, and enhanced team collaboration and cohesion. Furthermore, organizations
that prioritize inclusivity are better positioned to attract and retain top talent, thereby gaining a competitive advantage
in the marketplace. While considerable progress has been made in understanding the relationship between workplace
inclusivity, employee morale, and performance, there is still ample room for future research. Scholars and practitioners
alike can examine deeper into exploring the mechanisms through which inclusivity influences various aspects of
employee well-being and organizational effectiveness. Additionally, investigating the role of leadership, organizational
culture, and diversity initiatives in promoting inclusivity remains an area ripe for exploration.
In the coming years, research in this domain is likely to expand its focus to include more diverse populations, industries,
and geographical contexts. Furthermore, with the increasing recognition of the importance of diversity, equity, and
inclusion in the workplace, there is a growing demand for evidence-based strategies and interventions to create more
inclusive organizational environments. Thus, the study of workplace inclusivity and its impact on employee morale
and performance holds considerable promise for shaping the future of work and organizational practices.
International Journal of Scientific Research in Engineering and Management (IJSREM)
Volume: 08 Issue: 03 | March - 2024 SJIF Rating: 8.448 ISSN: 2582-3930
© 2024, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM29839 | Page 12
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