Organizational justice and climate for inclusion

Abstract

Purpose

This article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse employees, and inclusive decision-making processes in the promotion of equitable employment practices are foundational for shaping the climate for inclusion.

Design/methodology/approach

Qualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).

Findings

In examining the similarities and differences between employees' and managers' perspectives, the findings revealed that, in all dimensions of a climate for inclusion, employees had more negative justice concerns than did managers, while managers and employees had similar views on some aspects of employment practices.

Research limitations/implications

This study was conducted within one university setting; therefore, the findings may not be applicable to other industries.

Practical implications

This study offers managerial implications that can be developed to promote the climate for inclusion in organizations.

Social implications

In order to create a fair and equitable workplace, all employees should be able to actively participate in decision-making processes and share suggestions for contextualized and fair employment practices.

Originality/value

Drawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.

Citation

Le, H., Palmer Johnson, C. and Fujimoto, Y. (2021), "Organizational justice and climate for inclusion", Personnel Review, Vol. 50 No. 1, pp. 1-20. https://doi.org/10.1108/PR-10-2019-0546