PurposeThis 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/approachQualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).FindingsIn 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/implicationsThis study was conducted within one university setting; therefore, the findings may not be applicable to other industries.Practical implicationsThis study offers managerial implications that can be developed to promote the climate for inclusion in organizations.Social implicationsIn 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/valueDrawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.
Title VII: The Continuing Challenge of Establishing Fair Employment Practices
