Context, Processes and People
Edited by Thomas Garavan, Alma McCarthy and Ronan Carbery
Chapter 19: IHRD, diversity and inclusion
This chapter explores IHRD’s role in fostering diverse and inclusive workplace environments. The chapter explores the constructs of diversity and inclusion and highlights and explains how power relations and structures, as well as language, can foster or inhibit inclusive workplace environments. Drawing from the construct of corporate social performance is a proposed way of reconciling multiple challenges related to diversity and inclusion because corporate social performance takes into account the profit motive for corporations, while concurrently operating with mindfulness about employee well-being. The chapter explains that diversity is focused on the HR decisions, such as recruitment, selection, promotion, termination, and those decisions take into account the demographics of those affected by the decisions. Inclusion requires mindful cultivation of organizational environments in which all employees feel part of the organization and all employees are respected and valued, and not pressured to assimilate their identities into a mainstream, majoritarian, ideal. The chapter advocates for corporations to take proactive, intentional stances toward creating merit-based and inclusive organizational environments.
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