Organizational justice and climate for inclusion

Purpose: This 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/approach: Qualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8). Findings: In 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/implications: This study was conducted within one university setting; therefore, the findings may not be applicable to other industries. Practical implications: This study offers managerial implications that can be developed to promote the climate for inclusion in organizations. Social implications: In 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/value: Drawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.