Integrating Diversity and Inclusion in Organizational Culture: A Holistic Approach to People Management

Handi Dipo Santosa(1*), Leo Manulang(2), Sheila Kurnia Putri(3),

(1) Business Administration Program, International Women University, Indonesia
(2) Business Administration Program, International Women University, Indonesia
(3) Business Administration Program, International Women University, Indonesia
(*) Corresponding Author




DOI: https://doi.org/10.26858/jo.v8i2.45363

Abstract


Organizations today are operating in an increasingly diverse environment. This diversity brings both challenges and opportunities for businesses. In Indonesia, where the population is diverse in terms of ethnicity, religion, and culture, integrating diversity and inclusion in organizational culture has become a critical issue for people management.The objective of this study is to explore how organizations in Indonesia can integrate diversity and inclusion in their organizational culture. Specifically, this study aims to identify the best practices of diversity and inclusion in organizational culture and to develop a holistic approach to people management in Indonesia. This study employed a qualitative research design using a case study approach. The data were collected through semi-structured interviews with 10 managers from various organizations in Indonesia. The data were then analyzed using thematic analysis. The findings of this study suggest that integrating diversity and inclusion in organizational culture requires a holistic approach to people management. This approach should include four key components: leadership commitment, inclusive policies and practices, cultural awareness and sensitivity, and employee engagement. The study also identified several best practices for promoting diversity and inclusion in organizational culture, including promoting diversity at all levels of the organization, providing diversity and inclusion training, and creating an inclusive workplace culture.


Keywords


Integrating Diversity; Organizational Culture; People Management

Full Text:

PDF

References


Abou Ramadan, A., & Eid, W. (2020). Toxic leadership: conflict management style and organizational commitment among intensive care nursing staff. Evidence-Based Nursing Research, 2(4), 46–59.

Amanullah, R. (2021). Impact of passive leadership on emotional exhaustion with the mediating role of workplace incivility and moderating role of affective commitment. Faculty of Management & Social Sciences Department of Management Sciences ….

Arditi, D., Nayak, S., & Damci, A. (2017). Effect of organizational culture on delay in construction. International Journal of Project Management, 35(2), 136–147. https://doi.org/https://doi.org/10.1016/j.ijproman.2016.10.018

Asad Ali, Z., & Siddiqui, D. A. (2020). Effect of Culture and Leadership on Workplace Incivility with the Mediating Role of Norms and Organizational Justice. Danish Ahmed, Effect of Culture and Leadership on Workplace Incivility with the Mediating Role of Norms and Organizational Justice (August 30, 2020).

Balthazard, P. A., & Cooke, R. A. (2004). Organizational culture and knowledge management success: Assessing the behavior-performance continuum. Proceedings of the Hawaii International Conference on System Sciences, 37(October 2014), 3741–3750. https://doi.org/10.1109/hicss.2004.1265577

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

Caron, J., & Asselin, H. (2020). Evaluation of Indigenous employability programs in the Canadian mining industry. The Extractive Industries and Society, 7(4), 1424–1437. https://doi.org/https://doi.org/10.1016/j.exis.2020.10.003

Datche, E., & Mukulu, E. (2015). The effects of transformational leadership on employee engagement: A survey of civil service in Kenya. Issues in Business Management and Economics, 3(1), 9–16. http://www.journalissues.org/IBME/http://dx.doi.org/10.15739/IBME.2014.010

De Waal, J. J., & Pienaar, J. (2013). Towards understanding causality between work engagement and psychological capital. SA Journal of Industrial Psychology, 39(2). https://doi.org/10.4102/sajip.v39i2.1113

Einolander, J. (2015). Evaluating Organizational Commitment in Support of Organizational Leadership. Procedia Manufacturing, 3, 668–673. https://doi.org/https://doi.org/10.1016/j.promfg.2015.07.300

Hall, A. L., & Rist, R. C. (1999). Integrating multiple qualitative research methods (or avoiding the precariousness of a one‐legged stool). Psychology & Marketing, 16(4), 291–304. https://doi.org/10.1002/(SICI)1520-6793(199907)16:4<291::AID-MAR2>3.0.CO;2-%23

Igbokwe, N., Smith, S., Hart, C., Hergert, E., Reter, E., Wildermuth, M., Bouda, R., Phillips, T., & Wildermuth, C. (2021). Monsters, Inc.: Toxic Leadership and Engagement. In L. R. Morris & W. M. Edmonds (Eds.), When Leadership Fails: Individual, Group and Organizational Lessons from the Worst Workplace Experiences (pp. 3–15). Emerald Publishing Limited. https://doi.org/10.1108/978-1-80043-766-120211001

Ipinazar, A., Zarrabeitia, E., Belver, R. M. R., & Martinez-De-alegría, I. (2021). Organizational culture transformation model: Towards a high performance organization. Journal of Industrial Engineering and Management, 14(1), 25–44. https://doi.org/10.3926/jiem.3288

Li, Y. (2019). Deliberative policy analysis: towards a methodological orientation. Policy Studies, 40(5), 437–455. https://doi.org/10.1080/01442872.2019.1618812

Naeem, F., & Khurram, S. (2020). Influence of toxic leadership on turnover intention: The mediating role of psychological wellbeing and employee engagement. Pakistan Journal of Commerce and Social Science.

Trotsuk, I. V. (2022). Unfair justice, or how social activism destroys the ideas of equality and ‘good society.’ RUDN Journal of Sociology. https://doi.org/10.22363/2313-2272-2022-22-2-426-438

Vu, T.-V., Vo-Thanh, T., Nguyen, N. P., Nguyen, D. Van, & Chi, H. (2022). The COVID-19 pandemic: Workplace safety management practices, job insecurity, and employees’ organizational citizenship behavior. Safety Science, 145, 105527. https://doi.org/https://doi.org/10.1016/j.ssci.2021.105527

Wang, D.-S., & Hsieh, C.-C. (2013). The effect of authentic leadership on employee trust and employee engagement. Social Behavior and Personality, 41(4), 613–624. https://doi.org/10.2224/sbp.2013.41.4.613

Yucel, I., McMillan, A., & Richard, O. C. (2014). Does CEO transformational leadership influence top executive normative commitment? Journal of Business Research, 67(6), 1170–1177. https://doi.org/10.1016/j.jbusres.2013.05.005


Article Metrics

Abstract view : 458 times | PDF view : 53 times

Refbacks

  • There are currently no refbacks.


Copyright (c) 2022 Handi Dipo Santosa, Leo Manulang, Sheila Kurnia Putri

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

Article copyright © to the Authors

Jurnal Office: Jurnal Pemikiran Ilmiah dan Pendidikan Administrasi Perkantoran has been Indexed and Abstracted by:

Jurnal Office: Jurnal Pemikiran Ilmiah dan Pendidikan Administrasi Perkantoran articles published by the Program Studi Pendidikan Administrasi Perkantoran Universitas Negeri Makassar, and have been peer-reviewed before publication. Read our Plagiarism Policy and the use of this site signifies your agreement to the Terms of Use.

This is a website that publishes an open-access article distributed under Licensed. This work is licensed Creative Commons License under a Creative Commons Attribution 4.0 International License. Website layout and design copyright © by Program Studi Pendidikan Administrasi Perkantoran Universitas Negeri Makassar