Managing inclusion at a diverse workplace : from a managerial and employee perspective

Abstract: Background: Globalization has changed the market in ways of creating new opportunities as well as new challenges for organizations and has given rise to a global phenomenon called workforce diversity. The phenomenon appeared as a result from the constantly changing marketplace where people as part of a worldwide economy, live and work in foreign countries. Thus, as global markets emerge, and workforce demographics shift, workforce diversity inches closer to becoming a necessity instead of a banner that businesses wave to show their commitment to embracing differences and change.  Purpose: The purpose of this thesis is to examine and to provide a better understanding of how diversity is managed through inclusive practices and policies, and how employees perceive these practices.  Method: The research is based on a qualitative case study. The primary data was collected through semi-structured interviews. The respondents of the interviews were both managers and employees in order to get the two different perspectives. Two managers and six employees were interviewed.  Findings: The empirical findings showed that managers’ perspective of inclusion practices differs much from how the employees perceive inclusion practices of a diverse workforce. The main findings were that the stated inclusion practices at The University are not perceived among the employees. One example was that some of the employees feel like they were excluded at The University. Moreover, some of the employees stated that people that are not ethical Swedes are not treated the same nor get the same opportunities. Another observable issue was that The University rarely speak English and all documented information is in Swedish, which mean that not all employees receive the information needed.