Predictors and consequences of exclusion and inclusion at the culturally diverse workplace

The demographic changes in the composition of modern workforces imply that there is more contact between employees from different cultural groups. Such, often cooperative, contact certainly bears the potential to improve intergroup relations. However, the implementation and further increase of cultural diversity in organizations does not automatically lead to positive contact between the subgroups involved. Indeed, conflict and communication problems may increase in diverse work contexts. Accordingly, the present paper reviews both sides of the medal: exclusion and inclusion at the workplace. First, we review empirical evidence on the prevalence of social exclusion and unfair treatment of especially minority, but also majority members at work. Next, starting from the premise that inclusion implies more than the absence of exclusion, the main determinants of the psychological experience of inclusion are derived from the literature: a safe sense of belonging, and the perception that authenticity is valued in the organization. Moreover, empirical evidence for the positive consequences of inclusion at work will be provided. Finally, we will discuss the implications for diversity management, there will be discussed.