ABSTRACT
Aim: The present research has been conducted to examine practices of diversity, equity, and inclusion (DEI) in the Indian IT industry. The research aims at finding out how organisations are promoting inclusive cultures, providing equitable opportunities, and accepting workforce diversity in a fast-growing industry.
Methodology: To achieve the above stated goals, the researchers gathered 652 responses from employees at different levels in the Indian IT sector. The data were analysed by using SPSS & Amos software, utilising Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), Structural Equation Modelling (SEM), and Moderated Mediation to reveal dominant DEI practices.
Key Findings: All the proposed hypotheses under consideration were verified. The research established that resilience acts as a mediator between equity and productivity and between inclusivity and productivity. It also validates that Leader-Member Exchange (LMX) moderates leadership's effect on inclusivity and that perceived inclusion is a mediator.
Managerial Implications: According to the study, managers need to concentrate on developing resilience among employees to maximise the favourable effect of equity and inclusivity on productivity. Besides, they need to cultivate good leader-member relationships and a culture of perceived inclusion that can greatly support inclusive leadership outcomes.
Originality/Contributions: This research provides new contributions by empirically testing the mediating effect of resilience and the moderating role of Leader-Member Exchange in the Indian IT sector context of DEI practices. It contributes to the literature by identifying the mechanisms by which equity and inclusivity affect productivity.
JEL Classification: J24, M12, J71, M14.
