ABSTRACT
An organizational climate of inclusion is one in which all employees feel equally valued as a member of their organization while also allowed to maintain their own unique identity regardless of any demographic or socioeconomic differences. An organization with an inclusive climate will have fair employment policies and practices that are not subject to favouritism or bias, it will encourage employee authenticity and individuality through an integration of cultural differences and will solicit input from employees at all levels of the organization. Three theories that support a climate of inclusion as a means for positive organizational outcomes are social identity theory, optimal distinctiveness theory, and Crenshaw’s intersectionality theory. While advances in the understanding of a climate of inclusion are ongoing, the potential benefits of an inclusive climate are promising at both the individual and organizational levels. For instance, a positive climate of inclusion has been linked to increased organizational commitment, reduced interpersonal conflict, and reduced turnover, all of which can impact organizational productivity and profitability. The two main measures of inclusive climates are Mor Barak’s inclusion–exclusion scale, and Nishii’s climate of inclusion scale. Given that perceptions of inclusion are subjective, self-report measures are exclusively used to assess an organizational climate of inclusion. However, more research is needed on measuring inclusive climates in a way that reduces or eliminates the confounding influence of employee competence and performance. To effectively foster a climate of inclusion, organizational policies and procedures must be reflective of the core characteristics of an inclusive workplace. Additionally, and more importantly, organizational leadership and employees must strive to cultivate an inclusive environment in both word and deed.
