The challenge of workforce management in a global society: Modeling the relationship between diversity, inclusion, organizational culture, and employee well-being, job satisfaction and organizational commitment

Social work managers are increasingly challenged by the growing need to effectively manage workforce diversity and to create a welcoming and inclusive organizational environment. This is particularly important in light of the disproportional representation of women and members of minority groups in human service organizations and the gap between diversity of the client population versus the diversity of the staff. With social identity theory and inclusion-exclusion conceptual framework as a backdrop, this study tests a comprehensive theory-based model of the relationship between diversity, organizational culture, and employee outcomes. Using structural equations modeling, the proposed model was tested in a representative sample of one hundred and fourteen employees in a high tech company in Israel. The results point to significant paths between diversity and organizational-culture variables and between organizational-culture variables such as fairness, inclusion, stress, and social support to employee outcomes of well-being, job satisfaction, and organizational commitment. Within the context of globalization, implications for social work management practices are drawn, particularly for implementing policies and practices that promote an inclusive organizational culture and a sense of belonging, satisfaction, and commitment in employees.