Introduction - Exploring Key Concepts in Workplace Inclusivity
This student workbook provides opportunities to integrate academic theories with professional practice and, to reflect upon the learning developed from the seminar activities and class discussions each week of the MN5073QA 'Developing Inclusive Organisations' module.
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The student workbook includes weekly activities that cover teaching weeks 1-10. In each workbook the weekly questions require student answers of (not more than)100 - 150 words per question. Each week has two questions. This means the total word count for the workbook will be around 2,000 (i.e., 2x10x100) to 3,000 (i.e., 2x10x150) words.
Please reference all of your weekly answers with theories from academic textbooks and /or academic (peer-reviewed) journals (not sources such as Wikipedia). Also, follow both in text and in the academic References list the Harvard referencing format from the London Metropolitan University Library.
Also, use the appendices to include supporting documents and refer to these sources within text of your answers.
Week 1. The meaning of Inclusion
1.
Define the concept of Inclusion. Describe how inclusion is different from Diversity and Equal Opportunities using examples?
Inclusion refers to the acceptance of people regardless of any differences through appreciation of creativity based on unique aspects (Kuknor and Bhattacharya, 2022). It involves the value generation of people irrespective of any kind of differences. Factors of discrimination are generally eradicated from the process. It helps to generate the feeling of oneness based on the activity initiated by any individual in an organisation or place. Walmart promotes equality in the workplace by providing equal opportunities for all. As per Kang and Kaplan (2019) through diversity, they aim to value the differences among people and promote cross-cultural factors. Inclusion in Walmart refers to the measure and feeling of oneness in a particular environment.
2.
Give three reasons why inclusivity may not lead to equality in the workplace.
Inclusivity refers to the feeling of oneness within the workplace through promoting the values of people (Paulsrud and Nilholm, 2020). It might not lead to equality as it does not ensure equal opportunities for all. Rather it is the measure. HR of the organisation generates a feeling of inclusivity but cannot be considered equal to the employees working within the organisation. The personal values of an individual tend to hamper the process of equality within the workplace (Kabeer, 2021). A qualified employee within the workplace has the skills to generate inclusivity, but at the same time, based on views of biases, the individual might not generate factors of equality.
Week 2: Equality and the Law
1.
Explain the weaknesses of the ‘liberal’ approach for creating diversity and change in education and organisations in the UK. Provide some examples.
The liberal approach tends to promote domination that restricts the creation of diversity in the workplace. Diversity leads to the generation of cross-culture within the organisational system (Paulsrud and Nilholm, 2020). It might hamper the values of people through dominance generated through the approach. The leader of North Korea restricts the growth of people. Based on organisational factors liberal approach promotes the exploitation of resources, unfair business activities and market inconsistency. The liberal approach sometimes leads to poverty. The change in the education system based on future factors is based on technology. Poverty fails to meet the surplus investment required for digital transformation (Roberson, 2019). Many education institutions within the UK failed to develop technological changes.
2.
Outline the strengths and weaknesses of the Equality Act 2010. Critically assess how the Equality Act of 2010 improves individuals’ protection from discrimination in the workplace.
Equality Act 2010 aims to replacement of anti-discrimination laws through the fundamentals provided (Kabeer, 2021). It helps simplify of law and supports the removal of inconsistencies. People find it easy to comply with the law and understand it in their own way. Age discrimination is allowed based on legitimate aim. The spread of awareness of the particular law is highly aware, which tends to increase the overall cost. The Act aims to improve the value of people in the workplace through the integration of employment opportunities in terms of equality (Roberson, 2019). It helps promotes promotion and payment benefits that have increased the retention of employees by 12 per cent in the UK.
Week 3: The Business case for Diversity
1.
What is the Business case for diversity management in the workplace? Give examples of positive arguments for Business diversity in organisations.
Diversity management within the workplace is effective in meeting the cultural values of people (Kabeer, 2021). It promotes the application of job employment opportunities for various people based on globalisation. The development of cultural values among the employees is considered a critical factor in the creation of sustainability. The ethical values of the employees within the diversified workplace should be aligned as per the employment protection act (Kabeer, 2021). It helps in the promotion of inclusion as well. Walmart has ensured facilitated training in views of the employees in respecting their values. Opportunity for the minority section of society at the workplace is critical in meeting social values (Paulsrud and Nilholm, 2020).
2.
What are the criticisms of Business case diversity? Why, despite diversity policies, are women who work flexibly/and or part-time under-represented in senior management in organisations?
The criticism of workplace diversity can be analysed through the generation of poor communication and reduced teamwork (Mousa, 2021). It leads to the generation of conflict and leads the people to leave the organisation. It can be termed as an increase in the turnover rate of employees through factors of exclusion. The application of male dominance within the workplace is visualised in every level of management. This leads to the under-representation of women within the senior management process. The male dominance thinking and application of leadership values reveal that women are not strategic in nature. In the real-life factor, the organisation run under the leadership of women are considered to be successful as considered to that male leadership (Roberson, 2019).
Week 4: Segregation and sociological approaches to inequality in organisations
1.
Explain the rationale for segregation in the labour market using either economic or sociological theories.
Based on the application of economic theories, it relates to the generation of economic growth for the organisation. Segregation in the labour market refers to the occupational segregation of people based on demographic factors, usually gender (Roberson, 2019). In the case of the healthcare sector and application of economic theory, it can be suggested that recruiting women workers are more effective as compared to men (Mousa, 2021). As per Hofstede's Cultural dimensions, it can be stated that female workers are care generators that might be visualised in the healthcare sector to improve the economic functions of an area along with the generation of value among the minds of patients.
2.
How do cultural capitals (Bourdieu, 1986) reproduce class privilege in education and the workplace? Give three examples using cultural capital.
Through the application of cultural capital (Bourdieu, 1986), it can be stated that high culture education can be integrated within the workplace and derivation of education to the people within the society. Technological culture capitals have led to the generation of high-class education facilities for people with qualified knowledge about technology (Roberson, 2019). It has provided mobility to people in gaining knowledge. The application of technology in operational activities has promoted the values of people through the equal allocation of tasks and automation. Communication factors based on cultural capital play an important role in valuing the people within the organisation.
Week 5: An Intersectional approach
1.
Explain how intersectionality offered a different approach compared to the traditional feminist perspective in the US.
Intersectionality helps in the promotion of people rather than focusing on any kind of gender. In the US, people aim to promote women within society but tends to hamper the values of male. The law itself is subjected to discriminate values of men. In the UK, intersectionality eradicates discrimination on the grounds of race, class and gender. It helps in the generation of a positive work environment and an independent workplace system (Kang and Kaplan, 2019). Intersectionality helps in improving the social values of people within the society and promotes equal opportunities for all (Kabeer, 2021).
2.
Define an Inequality regime according to Acker (2006). Give two examples of how an inequality regime (Acker, 2006) makes invisible and legitimate; gender, race or class inequalities in an organisation.
Inequality Regime identifies the range of loosely interrelated practices or actions that results in the maintenance of racial and class inequalities within particular organisations (Kabeer, 2021). It tends to hamper the values of people within an organisation. Based on aspects of position within the organisation, the leader somehow tends to generate factors of dominance and generate access to quality factors within the workplace. They leave no option or chance for the employees in low-level management. Many organisations in the UK are male-dominated, as analysed through Hofstede Insights. As per Kabeer (2021) it fails to promote the value of female workers within the workplace, which hinders the organisation from factors of globalisation.
Week 6: Gender inequalities: Choice and constraints
1.
Explain Hakim’s (2006) preference theory. Do all women with children or caring responsibilities make a choice to give up their careers? How does this differ from Ackers's (2006) 'unencumbered male performance standard'? Discuss using examples.
Hakim’s (2006) preference theory relates to analysing and predicting the choices of women relating to investment that leads to top productive or reproductive work. All women do not make choices to give up their careers. Through the application of strategic thoughts, they aim to meet their personal and professional goals at the same time. It determines their ability to meet the circumstances determined through the growth rate of women's employment. It differs in the generation of equal opportunities for all and promoting women's welfare (Khalid and Tadesse, 2022). The most organisation has promoted factors of feminism based on globalisation. Apple Inc maintains class and racial equality within the organisation.
2.
Undertake a Diversity Audit of an organisation. Either one you know of; or using the internet to get information. For example, company reports.
Company report of Marks and Spencer in the UK has been analysed that visualise workforce diversity in every factor. The application of quality HRM strategy aims at promoting the value of the employees within the organisation. The value of cross-cultural aspects within the organisation has led to an effective decision-making process that has contributed to brand value in global aspects. As per Blanck, Hyseni and Altunkol Wise (2020) It helps in improving the productivity of the organisation by 2.36 per cent every year. Through the application of innovative ideas based on cultural factors and an effective communication process, the HRM of the organisation is able to cater for the needs of the people within and outside the organisation.
Week 7: Social mobility and the class gap
1.
Define social class. Explain how cultural capitals reproduce class privilege in education and work in the UK. Give examples of inequalities exacerbated by recent Covid 19 in the UK.
Social class is considered as the divisions within the society based on economic and social values. In general, it is classified into upper, middle or lower classes. Cultural capital tends to generate class privilege in education and work in the UK through the accumulation of knowledge, behaviours or skills (Blanck et al., 2020). It helps the individual demonstrate cultural awareness and competence. The key factors of competence and cultural awareness are considered the criteria for gaining class privilege. During COVID-19 in the UK, loss of employment, restrictions to education and barriers to operations of business was visualised through the degradation of social values.
2.
Why does the merit argument not enable social mobility and equal the career ‘trajectories’ in the professions? Discuss by applying theories of class, race and gender inequalities to entry stage and senior management levels in the elite UK professions.
Class, race and gender inequalities theory fail to enable social mobility and equal career trajectories within the profession (Beatty et al., 2019). In most organisations in the UK, discrimination based on gender and race factors has been visualised. It tends to generate critical barriers in the development of personal growth. Gender inequalities in employment and opportunities lie within the nation that needs to be eradicated in the long run process (Watson et al., 2019). It restricts individuals, especially women, from carrying out activities based on the development of career growth factors. Access to quality information and respect by senior management should be integrated.
Week 8: Migration and race inequality in employment
1.
Define the terms migrant and race. Explain the differences between the two.
The migrant is someone who changes their country of usual residence that does not involve any reason for migration or legal status. Race is used as a concept to discuss a group of people who share any kind of physical characteristics among themselves, particularly facial features or complexion (Watson et al., 2019). Migrants are based on factors of mobility. On the other hand, race represents a particular group of people within any location. Migrants tend to put an effect on the population of a nation, whereas race represents a part of the population within any nation.
2.
Define positive discrimination and positive action. How could positive action policies eradicate race discrimination for recruitment and promotion in organisations? Provide your suggestions.
Positive discrimination is used to visualise positive measures or special measures. It helps in the generation of equality by supporting a group of people facing discrimination. Positive action relates to the generation of equality in the workplace by preserving the ethical values of individuals (Watson et al., 2019). It is directly related to the personal sentiments of people. Through the application of equality, positive action policies aim at eradicating racial discrimination in the workplace. It helps in the generation of cross-cultural factors initiated by the leader (Watson et al., 2019). Various global organisations such as Tesco and Walmart initiate positive action to safeguard the value of employees.
Week 9: Age Diversity and inclusion
1.
Define age discrimination according to the Equality Act of 2010.
The law states that an individual should not be discriminated against based on age factors. It bans age discrimination among adults, which generates a provision of services and public factors (Watson et al., 2019). The process of a ban is considered unlawful in modern days. Age discrimination has been made legal under various circumstances as per the law of the Equality Act of 2010. The overall scenario has been considered on the basis of employment opportunities, the generation of skills, and access to education. Any qualified person within the UK has the right to get recruited within any organisation unless there are unavoidable circumstances.
2.
What are the hidden, invisible age barriers older workers face that lead to discrimination for access to jobs? What HR diversity policies would you recommend to change age discrimination in employment?
Ageist culture is hidden invisible age barriers that promote discrimination in the workplace (Blanck, Hyseni and Altunkol Wise, 2020). It hampers the value of such individuals from team members or top-level management. Any organisation promoting such activities put a deep impact on the values of people that tend to generate a sense of dissatisfaction among the employees. HR Diversity aims at the generation of diverse work culture through the integration of cross-cultural and the eradication of age factors (Beatty et al., 2019). HRM plays a critical role in generating value for people. By promoting access to education and aligning the value of the Employee Protection Act, they can meet the ethical values of the employees within the organisation.
Week 10: LGBT and inclusion and Disability and Neuro-diversity
1.
How does the Equality Act 2010 prevent discrimination against LGBT workers?
Equality Act 2010 extends their views in developing the value of LGBT workers through promoting their standards within society (Sánchez-Monedero, Dencik and Edwards, 2020, January). Through the generation of additional laws, they have access to quality information and education within the nation. It helps in valuing the ethics and self-belief of every individual. The application of the right to freedom can be highlighted under the Equality Act 2010, which promotes equal work opportunities for all, along with workplace learning in the development of their values in the long run (Sánchez-Monedero, Dencik and Edwards, 2020, January). It relates to the equal information collection and wage factors within the workplace.
2.
Define disability. Explain the differences between visible disabilities and invisible disabilities with examples. Disability is considered a condition that relates to the condition of body or mind impairment. It makes the scenario complex for the person who lacks the ability to perform several activities. It might be related to interaction with the world around them. It prevents them from participating in various activities. Visible disabilities refer to disabilities that can be easily detected or identified. It helps in the detection of employee disability in visible factors. On the other hand, invisible disabilities refer to hidden disabilities that rea not apparent on an immediate basis. Invisible disabilities include diabetes and knee pain. Visible disability includes autism and down syndrome.
Please include in alphabetical order the author's surname and all of the references and citations used in this workbook (Harvard referencing style). It is compulsory for you to reference your work so this section should be fully completed (not left blank). This section is not included in the word count.\
Beatty, J.E., Baldridge, D.C., Boehm, S.A., Kulkarni, M. and Colella, A.J., (2019). On the treatment of persons with disabilities in organizations: A review and research agenda. Human Resource Management, 58(2), pp.119-137. https://onlinelibrary.wiley.com/doi/abs/10.1002/hrm.21940
Blanck, P., Hyseni, F. and Altunkol Wise, F., (2020). Diversity and inclusion in the American legal profession: workplace accommodations for lawyers with disabilities and lawyers who identify as LGBTQ+. Journal of Occupational Rehabilitation, 30, pp.537-564. https://link.springer.com/article/10.1007/s10926-020-09938-3
Kabeer, N., (2021). Gender Equality, Inclusive Growth, and Labour Markets. In Women’s Economic Empowerment (pp. 13-48). Routledge. https://www.taylorfrancis.com/chapters/edit/10.4324/9781003141938-3/gender-equality-inclusive-growth-labour-markets-naila-kabeer
Kang, S.K. and Kaplan, S., (2019). Working toward gender diversity and inclusion in medicine: myths and solutions. The Lancet, 393(10171), pp.579-586. https://www.sciencedirect.com/science/article/pii/S0140673618331386
Khalid, S. and Tadesse, E., (2022). Faculty research productivity at women’s universities through the lens of preference theory. Higher Education, 83(5), pp.949-968. https://link.springer.com/article/10.1007/s10734-021-00717-4
Kuknor, S.C. and Bhattacharya, S., (2022). Inclusive leadership: new age leadership to foster organizational inclusion. European Journal of Training and Development, 46(9), pp.771-797. https://www.emerald.com/insight/content/doi/10.1108/EJTD-07-2019-0132/full/html
Leslie, M., Strauser, D.R., McMahon, B., Greco, C. and Rumrill, P.D., 2020. The workplace discrimination experiences of individuals with cancer in the Americans with Disabilities Act Amendments Act era. Journal of Occupational Rehabilitation, 30, pp.115-124. https://link.springer.com/article/10.1007/s10926-019-09851-4
Mousa, M., (2021). Does gender diversity affect workplace happiness for academics? The role of diversity management and organizational inclusion. Public Organization Review, 21(1), pp.119-135. https://link.springer.com/article/10.1007/s11115-020-00479-0
Paulsrud, D. and Nilholm, C., (2020). Teaching for inclusion–a review of research on the cooperation between regular teachers and special educators in the work with students in need of special support. International Journal of Inclusive Education, pp.1-15. https://www.tandfonline.com/doi/abs/10.1080/13603116.2020.1846799
Roberson, Q.M., (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6, pp.69-88. https://www.annualreviews.org/doi/abs/10.1146/annurev-orgpsych-012218-015243
Sánchez-Monedero, J., Dencik, L. and Edwards, L., (2020, January). What does it mean to'solve'the problem of discrimination in hiring? Social, technical and legal perspectives from the UK on automated hiring systems. In Proceedings of the 2020 conference on fairness, accountability, and transparency (pp. 458-468). https://dl.acm.org/doi/abs/10.1145/3351095.3372849
Watson, H., Harrop, D., Walton, E., Young, A. and Soltani, H., (2019). A systematic review of ethnic minority women’s experiences of perinatal mental health conditions and services in Europe. PloS one, 14(1), p.e0210587. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0210587
