Program Name

Semester – VI
Research Project

Sanddy Alicia Samaroo- Bowen

Name
221VBBR01584
USN
Human Resource Management
Elective

Date of Submission
A study on “The Role of Human Resources in Managing Workplace
Diversity: Strategies and Challenges’’

Research Project submitted to Jain Online (Deemed-to-be University)

In partial fulfillment of the requirements for the award of:
Master of Business Administration

Submitted by:
Sanddy Alicia Samaroo- Bowen

USN:
221VBBR01584

Under the guidance of:

DR. SENDHIL KUMAR
(Faculty-JAIN Online)

Jain Online (Deemed-to-be University)

Bangalore
2022-25
 DECLARATION

I, Sanddy Alicia Samaroo- Bowen, hereby declare that the Research Project Report
titled “The Role of Human Resources in Managing Workplace Diversity: Strategies
and Challenges’’has been prepared by me under the guidance of the Dr. Sendhil
kumar. I declare that this Project work is towards the partial fulfillment of the
University Regulations for the award of the degree of Master of Business
Administration by Jain University, Bengaluru. I have undergone a project for a period
of Eight Weeks. I further declare that this Project is based on the original study
undertaken by me and has not been submitted for the award of any degree/diploma
from any other University / Institution.

Place: Georgetown, Guyana Sanddy Alicia Samaroo-Bowen

Date: 05/11/2025 USN:221VBBR01584
 CERTIFICATE

This is to certify that the Research Project report submitted by Mr./Ms. The name of
the Student bearing (USN) on the title “Title of the project” is a record of project
work done by him/ her during the academic year 2022-25 under my guidance and
supervision in partial fulfillment of Master of Business Administration.

Place: ____________________
Date: Faculty Guide
 ACKNOWLEDGEMENT

The Learners may acknowledge the organization guide, University officials, faculty
guide, other faculty members, and anyone else they wish to thank for their
contribution towards accomplishing the research project successfully. The Learners
may write in their own words and in small paragraph.

Sanddy Alicia Samaroo-

Bowen
USN:221VBBRO1584
 EXECUTIVE SUMMARY

This research project, titled “The Role of Human Resource in Managing Workplace
Diversity,” investigates how human resource departments are navigating the
increasing demand for inclusive practices in the workplace. As organizations become
more diverse in terms of ethnicity, gender, age, culture, and abilities, HR
professionals play a crucial role in fostering environments where all employees feel
valued, included, and empowered.
The primary objective of the study is to evaluate the strategies HR departments adopt
to manage diversity effectively, identify the key challenges faced, and recommend
practical solutions based on empirical findings. To achieve this, the research adopts a
qualitative-descriptive case study approach supported by both primary and secondary
data. Surveys and interviews were conducted with HR professionals and employees
from organizations in sectors such as technology, finance, and healthcare. Secondary
sources included academic literature, industry reports, and relevant case studies.
The data analysis revealed several significant insights:
 Inclusive hiring practices, diversity training, and employee engagement
activities were the most commonly reported HR strategies for diversity
management.
 A recurring theme across responses was the lack of consistent leadership
support, which often hindered the full implementation of diversity policies.
 Many organizations lacked measurable diversity goals, and feedback
mechanisms were either underdeveloped or absent.
 Employees emphasized the need for regular training, transparent
communication, and leadership accountability in driving inclusion.
The project also identified gaps in existing literature, particularly the limited focus on
employee perceptions and the scarcity of research in sector-specific or culturally
diverse contexts. This research contributes to filling those gaps by offering both
qualitative insights and practical recommendations.
Among the key recommendations proposed are the institutionalization of regular D&I
training programs, the establishment of structured feedback loops, and stronger
leadership alignment with diversity goals. The study suggests that HR professionals
need enhanced tools, authority, and ongoing support from top management to drive
meaningful change.
In conclusion, this research underscores the strategic importance of diversity
management in today’s organizational landscape. It positions HR as a central agent of
change capable of influencing organizational culture, employee satisfaction, and long-
term performance. By embracing inclusive practices and addressing existing barriers,
organizations can not only meet ethical and regulatory standards but also leverage
diversity as a competitive advantage.
 TABLE OF CONTENTS

Title Page Nos.

Executive Summary i

List of Tables ii

List of Graphs iii

Chapter 1: Introduction and Background 1-10

Chapter 2: Review of Literature 11-18

Chapter 3: Research Methodology 19-24

Chapter 4: Data Analysis and Interpretation 25-40

Chapter 5: Findings, Recommendations and Conclusion 41-45

References

Annexures
 List of Tables
Table No. Table Title Page No.

List of Graphs
Graph No. Graph Title Page No.
 CHAPTER 1

INTRODUCTION AND BACKGROUND

 INTRODUCTION AND BACKGROUND

1.1 Purpose of the Study

The primary purpose of this research is to evaluate the role of HR professionals in

managing workplace diversity, with an emphasis on understanding the strategies they
employ and the challenges they face. The study aims to offer practical
recommendations for enhancing diversity management practices.

1.2 Introduction to the Topic

Managing diversity involves recognizing the value of individual differences and

addressing biases that may undermine inclusivity. As companies grow more diverse,
HR functions must evolve to support employees from various backgrounds, ensuring
equity and belonging.

1.3 Overview of Theoretical Concepts

Key concepts include strategic diversity management, unconscious bias, inclusive

leadership, and cultural competence. The study draws on theories such as Roberson’s
Diversity and Inclusion Model and Ely & Thomas’s perspectives on diversity’s
impact on group outcomes.

1.4 Company/ Domain / Vertical /Industry Overview

The research focuses on specific industries such as technology, healthcare, and

finance, where workforce diversity is increasingly prioritized. These sectors also offer
rich insights into successful (and challenging) implementations of diversity initiatives.

1
1.5 Environmental Analysis (PESTEL Analysis)

 Political: Government mandates and diversity policies are increasingly being

enforced.
 Economic: Diverse teams have shown to improve innovation and financial
performance.
 Social: Social pressures emphasize equity and inclusion.
 Technological: HR technology helps track DEI metrics but also introduces
automation bias risks.
 Environmental: Sustainability efforts now intersect with social equity goals.
 Legal: Anti-discrimination laws require compliance in hiring and workplace
conduct.

2
 CHAPTER 2

REVIEW OF LITERATURE

3
REVIEW OF LITERATURE

2.1 Domain/ Topic Specific Review

Roberson (2019) discusses the shift of HR diversity strategies from legal compliance
toward culture-building. Barak (2016) and Cox (2001) emphasize the importance of
global inclusivity and how it enhances creativity and team performance. Shore et al.
(2011) highlight leadership’s role in embedding inclusive values within workplace
culture.

These works form the foundation for understanding effective diversity management
and the role HR plays in sustaining inclusive work environments.

2.2 Gap Analysis

Most existing studies focus on multinational corporations in developed nations. There

is limited empirical research on HR diversity practices in sector-specific or culturally
varied contexts. Additionally, employee perceptions of HR efforts are
underrepresented in academic literature. This study addresses these gaps using real-
world data and participant insights.

4
 CHAPTER 3

RESEARCH METHODOLOGY

5
RESEARCH METHODOLOGY

3.1 Objectives of the Study

 To evaluate the strategies HR professionals, implement to promote workplace

diversity.
 To identify the primary challenges HR faces in fostering an inclusive and
equitable work environment.
 To contribute to the improvement of HR diversity management practices
through recommendations based on evidence.

3.2 Scope of the Study

The scope includes HR practices within specific industries like technology,

healthcare, or finance. It focuses on internal diversity programs, policies, and their
impact on workplace inclusion. External legislative or political influences are not
within the study's scope.

3.3 Methodology

3.3.1 Research Design

A descriptive qualitative case-study approach is used to explore strategies and
challenges faced by HR professionals.

3.3.2 Data Collection

 Primary Data: Surveys and interviews with HR managers and employees.
 Secondary Data: Literature reviews, organizational reports, and case studies.

3.3.3 Sampling Method (if applicable)

Purposive sampling was used to identify organizations with active diversity
programs. Respondents were selected based on their roles in HR or participation in
diversity initiatives.

6
 3.3.4 Data Analysis Tools
Qualitative data was coded into themes; quantitative survey results were
summarized using percentages and response frequencies.

3.4 Period of Study

The study was conducted over an 8-week period during Semester VI of the MBA
program.

7
 Week Activities Completed

Define research topic and objectives, conduct preliminary

Week 1
literature review, draft research proposal.

Continue literature review, refine research methodology,

Week 2 finalize survey and interview questions, seek approval
from relevant authorities.

Week 3 Develop and distribute surveys, prepare interview guides,

identify and contact potential participants.

Week 4 Collect survey responses, conduct initial interviews,

monitor participation rates.

Week 5 Continue interviews, analyze initial survey data.

Week 6 Perform qualitative and quantitative data analysis,

identify key themes and trends.

Week 7 Interpret findings, write discussion and results sections,

compare insights with existing literature.

Week 8 Write conclusion, finalize research paper, proofread and

submit for review.

3.5 Limitations of the Study

 Industry-specific focus may limit generalizability.
 Sample size is relatively small.
 Study emphasizes current practices, not long-term outcomes.
 Broader societal factors are excluded.

3.6 Utility of Research

This research provides insights for HR practitioners to design better inclusion

policies. It also supports academic understanding of the evolving role HR plays in
diversity leadership.

8
9
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

10
 DATA ANALYSIS AND INTERPRETATION

This chapter presents the analysis and interpretation of data collected through surveys
and interviews conducted with HR professionals and employees across various
organizations. The focus is on identifying common strategies and challenges in
diversity management.

4.1 Overview of Data Collection

The data was collected from 29 participants who responded to open-ended questions
related to HR's role in promoting diversity and inclusion in the workplace. These
responses were analyzed thematically to identify trends and actionable insights.

While most of the questionnaire consisted of multiple-choice questions designed to

quantify perceptions and experiences, the final two questions were open-ended. These
questions invited participants to share their personal views, observations, or
experiences regarding the effectiveness of HR diversity strategies and the challenges
they believe hinder the success of such initiatives.

Because Google Forms does not generate charts for open-ended responses, these
answers were analysed manually using thematic analysis. This involved carefully
reviewing each response, identifying key patterns or recurring themes, and grouping
similar insights together. This approach allowed for a deeper understanding of the
qualitative aspects of workplace diversity management, complementing the numerical
data gathered from the closed-ended questions.

The combination of quantitative and qualitative methods provided a more holistic

view of the current state of HR's role in managing workplace diversity, enabling the
research to capture both measurable trends and nuanced insights that may not be
reflected in statistical data alone.

11
DATA COLLECTED:

DEMOGRAPHIC INFORMATION

Table 1: Age Distribution

AGE No of Respondents PERCENTAGE %

18-25 6 20.7%

26-35 17 58.6%

36-45 6 20.7%

46 and above 0 0

Chart

The data shows that the age distribution of respondents shows that the majority
(58.6%) are between 26–35 years, indicating strong participation from mid-career
professionals. Both the 18–25 and 36–45 age groups make up 20.7% each,
representing a balance of younger and experienced employees. However, there were
no respondents aged 46 and above, suggesting a gap in senior-level perspectives.

12
Table 2: Gender of Respondents

GENDER No of Respondents PERCENTAGE %

Male 12 41.4%

Female 15 51.7%

Prefer not to say 2 6.9%

Chart 2: Gender Of Respondents

The data shows that female respondents 12- (51.7%) slightly outnumber male
respondents 15-(41.4%), suggesting balanced gender representation with a slight
female majority. A small portion (6.9%) of participants preferred not to disclose their
gender, reflecting respect for privacy and inclusivity. This balanced gender
distribution supports the reliability of the survey in capturing diverse perspectives on
HR and workplace diversity.

13
Table 3: Respondents Current Role in The Organisation

Current Role in No of Respondents PERCENTAGE %

Organisation
HR Professionals 0 0
Manager 10 34.5%
Staff Employee 14 48.3%
Budget Analyst 1 3.5%
Supervisor 1 3.5%
Senior Clerk 1 3.5%
Other (HR) 1 3.5%

Chart 3: Respondents Current Role in The Organisation

The data shows that staff employees (48.3%) and managers (34.5%) form the bulk
of respondents, providing strong representation from general and mid-level positions.
Specialized roles like budget analyst, senior clerk, and supervisor each account for
only 3.5%, reflecting limited insights from administrative or supervisory
perspectives. Notably, although “HR Professionals” officially recorded 0
responses, one respondent selected “Other (HR)”, indicating minimal but present
input from the HR field.

14
Table 4: Years of Work Experience in the Organization

No of years No of Respondents PERCENTAGE %

Less than 1 year 2 6.9%

1-3 years 11 37.9%

4-6 years 5 17.2%

Over 6 years 11 37.9%

Chart 4: Years of Work Experience in the Organization

The data shows that respondents are fairly split between those with 1–3 years
(37.9%) and over 6 years (37.9%) of experience. This balanced distribution suggests
insights from both relatively new and long-serving employees. A smaller portion of
respondents have 4–6 years (17.2%) of experience, while only 6.9% have less than a
year. The strong representation from more experienced employees adds credibility to
the findings, especially regarding long-term observations of HR practices and
diversity initiatives.

15
AWARENESS & PERCEPTION

Table 5: Importance of Diversity in the Organization

Importance of diversity in No of Respondents PERCENTAGE %

an organisation
Very Important 23 79.3%

Important 4 13.8%

Neutral 2 6.9%

Not Important 0 0

Chart 5: Importance of Diversity in the Organization

Many respondents view diversity as either “Very Important” (79.3%) or

“Important” (13.8%), showing a strong consensus on its value in the workplace.
Only 6.9% remain neutral, and none consider diversity unimportant. This
overwhelming support suggests that employees recognize the positive impact of
diversity on workplace culture, collaboration, and organizational success.

16
Table 6: Awareness of Organizational Diversity and Inclusion (D&I)
Policies

Awareness Of No of Respondents PERCENTAGE %

Organisation Diversity &
Inclusion Policies
Yes 17 58.6%

No 8 27.6%

Not Sure 4 13.8%

Chart 6: Awareness of Organizational Diversity and Inclusion (D&I)

Policies

A majority of respondents (58.6%) indicated they are aware of their organization’s

diversity and inclusion (D&I) policies. However, a significant portion—27.6%—are
not aware, and 13.8% are unsure. This mixed level of awareness suggests that while
D&I policies may exist, communication and employee engagement around them
could be lacking.

17
Table 7: Perceptions of Organizational Efforts in Promoting Diversity in
Hiring and Promotion

Perception of No of Respondents PERCENTAGE %

Organisational Efforts in
Promoting Diversity in
Hiring & Promotion
Strongly Agree 4 13.8%
Agree 7 24.1%
Neutral 12 41.4%
Disagree 6 20.7%
Strongly Disagree 0 0

Chart 7: Perceptions of Organizational Efforts in Promoting Diversity in

Hiring and Promotion

The data shows that only 37.9% of respondents had a positive perception of the
organisation’s diversity efforts, while 20.7% expressed disagreement. The largest
group (41.4%) remained neutral, indicating possible uncertainty or lack of
awareness about the organisation’s actions. The absence of strong disagreement
suggests that while efforts may not be fully effective or visible, they are not viewed
negatively overall.

18
Table 8: Diversity Strategies HR may have Implemented in the
Organisation

Diversity Strategies HR No of Respondents PERCENTAGE %

Implemented In the
Organisation
Inclusive Recruitment 9 31%
Practices
Diversity Training 8 27.6%
Programs
Anti- Discrimination 6 20.7%
Policies
Mentoring Programs for 6 20.7%
Minority Groups
None Of the Above 10 34.5%

Chart 8: Diversity Strategies HR may have Implemented in the

Organisation

The data indicates that while some diversity strategies—such as inclusive

recruitment (31%) and diversity training (27.6%)—are recognized by employees,
34.5% reported that none of these strategies are implemented in their organisation.
This suggests a lack of visibility or awareness of HR’s diversity efforts among a
significant portion of the workforce.
19
Table 9: Employee Awareness of Diversity Training Conducted in the
Past Year

Diversity training No of Respondents PERCENTAGE %

conducted in the last year
by the Organisations
Yes 9 31%

No 14 48.3%

Not Sure 6 20.7%

Chart 9: Employee Awareness of Diversity Training Conducted in the

Past Year

As shown in Table and Chart, only 31% of respondents confirmed that their
organisation conducted diversity training in the past year. A larger proportion, 48.3%,
stated that no training took place, while 20.7% were unsure, indicating limited
awareness or communication.

20
Table 10: Perceived Effectiveness of HR’s Diversity Management
Strategies

The Effectiveness of HR No of Respondents PERCENTAGE %

Diversity Management
Strategies In The
Organisation
Very effective 5 17.2%

Effective 15 51.7%

Neutral 3 10.3%

Ineffective 5 17.2%

Very ineffective 1 3.4%

Chart 10: Perceived Effectiveness of HR’s Diversity Management

Strategies

The data shows that many respondents (68.9%) view HR’s diversity management
strategies as either effective or very effective, indicating generally positive
perceptions of current initiatives. However, 20.6% of respondents consider the
strategies ineffective or very ineffective, highlighting concerns or dissatisfaction
among a smaller group. A small portion (10.3%) remained neutral.
21
Table 11: Frequency of HR Communication on Diversity Initiatives and
Goals

HR Communication on No of Respondents PERCENTAGE %

Diversity Initiatives &
Goal In The Organisation
Frequently 4 13.8%

Occasionally 13 44.8%

Rarely 10 34.5%

Never 2 6.9%

Chart 11: Frequency of HR Communication on Diversity Initiatives and

Goals

As shown in Table 11, only 13.8% of respondents indicated that HR communicates

diversity initiatives and goals frequently, while the majority experience
communication either occasionally (44.8%) or rarely (34.5%). A small but notable
group (6.9%) reported that such communication never occurs. This suggests that
while some communication exists, it is not consistent or proactive enough to
maintain high visibility and engagement.

22
Table 12: Importance of HR’s Role in Managing Workplace Diversity

Importance Of HR Role In No of Respondents PERCENTAGE %

Managing Diversity In The
Workplace
Yes 24 82.8%

No 0 0

Maybe 5 17.2%

Chart 12: Importance of HR’s Role in Managing Workplace Diversity

According to Table 12, a strong majority (82.8%) of respondents believe that HR

plays an important role in managing workplace diversity. No respondents disagreed,
while 17.2% were uncertain. This indicates a broad recognition of HR’s influence
and responsibility in fostering an inclusive environment. The presence of some
uncertainty suggests a need for HR to demonstrate more clearly its strategic
involvement in diversity initiatives, possibly through greater transparency and visible
action.

23
Table 13: Challenges Face by Managing Workplace Diversity

Challenges Face By No of Respondents PERCENTAGE %

Managing Workplace
Diversity
Resistance to change 14 48.3%

Unconscious bias 12 41.4%

Lack of training 12 41.4%

Poor leadership 17 58.6%

commitment
Communication Barriers 22 75.9%

Chart 13: Challenges Face by Managing Workplace Diversity

Table 13 highlights the most significant challenges faced in managing workplace

diversity. The leading issue identified is communication barriers (75.9%), followed
by poor leadership commitment (58.6%) and resistance to change (48.3%).
Additionally, unconscious bias and lack of training were each cited by 41.4% of
respondents. These findings suggest that both structural (e.g., communication and
leadership) and behavioural (e.g., bias and resistance) barriers hinder effective
diversity management.
24
Table 14: Conflicts or Issues Arising from Workplace Diversity

Conflicts Or Issues Arising No of Respondents PERCENTAGE %

from Workplace Diversity
Yes 51.7%

No 20.7%

Not Sure 27.6%

Table 14: Conflicts or Issues Arising from Workplace Diversity

As shown in Table 14, a majority (51.7%) of respondents indicated that their

organisation has experienced conflicts or issues related to workplace diversity.

Additionally, 27.6% were not sure, which may suggest a lack of communication or

awareness about how diversity-related conflicts are identified and managed. Only

20.7% reported no issues. These findings imply that while diversity brings value, it

also presents challenges that require proactive management, such as conflict

resolution frameworks, inclusive communication, and sensitivity training. The

significant "Not Sure" response also indicates a potential gap in transparency or HR

reporting on diversity-related concerns

25
Table 15: Reasons For the Failure of Diversity Strategies in the
Organisation

Reasons that cause No of Respondents PERCENTAGE %

diversity strategies to fail
Poor Implementation 7 24.1%

Lack of Top management 6 20.7%

support
Ineffective 12 41.4%
communication
Inadequate training 4 13.8%

Chart 15: Reasons For the Failure of Diversity Strategies in the

Organisation

Table 15 highlights that the most common reason for diversity strategy failure is
ineffective communication (41.4%), followed by poor implementation (24.1%)
and lack of top management support (20.7%). Inadequate training (13.8%) was
also noted but to a lesser extent. These findings suggest that even well-designed
strategies are likely to fail without clear communication, strong leadership
backing, and effective execution.

26
Table 16: Impact of Diversity on Collaboration and Innovation in the
Workplace

Perceived Impact of No of Respondents PERCENTAGE %

Diversity on Collaboration
& Innovation in The
Workplace
Strongly Agree 5 17.2%
Agree 17 58.6%
Neutral 4 13.8%
Disagree 3 10.3%
Strongly disagree 0 0

Table 16: Impact of Diversity on Collaboration and Innovation in the

Workplace

Table 16 shows that a large majority of respondents—75.8% (Agree and Strongly

Agree)—believe that diversity has a positive impact on collaboration and
innovation in the workplace. Only 10.3% disagreed, and no respondents strongly
disagreed, indicating little resistance to the value of diversity in these areas. A neutral
stance was taken by 13.8%, possibly suggesting a need for more visible or
measurable outcomes.

27
Table 17: Contribution of Diversity to Employee Satisfaction

Perceived Contribution No of Respondents PERCENTAGE %

of Diversity to
Employee Satisfaction
in the Organisation
Yes 20 69%

No 4 13.8%

Not Sure 5 17.2%

Chart 17: Contribution of Diversity to Employee Satisfaction

Table 17 shows that a significant majority of respondents (69%) believe diversity

contributes positively to employee satisfaction in their organisation. However, 13.8%
do not see a link, and 17.2% are unsure, indicating that while the overall perception
is positive, there's still a need to strengthen the connection between diversity
efforts and tangible employee experiences.

28
Table 18: Inclusivity of the Workplace for People of All Backgrounds

Perceived inclusivity of No of Respondents PERCENTAGE %

the workplace for
people of all
background
Yes 18 62.1%

No 3 10.3%

Somewhat 8 27.6%

Table 18: Inclusivity of the Workplace for People of All Backgrounds

Table 18 reveals that 62.1% of respondents consider their workplace to be inclusive

of people from all backgrounds, indicating a generally positive perception of
inclusivity. However, 27.6% selected “Somewhat”, suggesting partial or
inconsistent inclusiveness, while 10.3% explicitly disagreed.

These results highlight that although inclusivity is recognized by the majority,

organisations may need to address gaps in practice or perception—especially for
minority or underrepresented groups—to achieve truly equitable workplace
experiences.

29
The last two questions were open-ended, so Google Forms did not generate charts.
Instead, the written responses were reviewed and grouped based on common themes.

20. Any additional comments on HR's role in managing diversity in the workplace?
(responses)
 No
 No
 Beware of unconscious bias, Implement Inclusive Practices, Better Communication
 Ensure the top management is in full support of what the HR body executes.
Collaboration is important to avoid discrepancies.
 None at this time.
 Ensure that supervisors aren’t biased towards a certain set of persons and train
supervisors to ensure everyone is included and feels accommodated
 HR management should keep up with technology
 HR plays a critical role in embedding diversity into the workplace culture by leading
inclusive policies, fostering equity, and holding leadership accountable for progress.
 HR dept is fully responsible for this role and should expedite ASAP.
 Make inclusive leadership at all levels and intervene early when bias is detected
 No comment
 HR should actively listen to employees through surveys, feedback sessions, and open
forums to continuously adapt and improve diversity strategies. By aligning D&I
30
 efforts with the organization’s values and business goals, HR can foster a truly
inclusive environment where all employees feel respected, empowered, and able to
thrive.

Thematic Analysis of Recommendations

Table 1: Summary of Participant Recommendations for HR
Recommendation Theme
Promote inclusive hiring practices
Provide regular diversity and bias training
Foster inclusive workplace culture
Improve communication across all levels
Ensure leadership is diverse and accountable
Create employee feedback and support mechanisms
Recognize cultural events and diversity milestones
Conduct regular seminars and engagement sessions
Provide equal growth opportunities
Involve top management and increase branch interaction

31
Interpretation:
Respondents emphasized the importance of proactive, structured, and visible HR-led
diversity strategies. Many highlighted the need for leadership support, transparency,
and cultural awareness through continuous training, events, and open communication
channels.

Thematic Analysis of Additional Comments

Common themes include:
 Need for bias-free supervision and hiring.
 HR should listen more actively and adapt strategies accordingly.
 Leadership must be held accountable for implementing inclusive policies.
 Employees want to feel valued and heard through forums and engagement
initiatives.

Interpretation:
The qualitative feedback reveals a strong desire among employees for more
participatory HR practices. This supports existing literature on the importance of
employee engagement in diversity initiatives.

CHAPTER 5

FINDINGS, RECOMMENDATIONS AND

CONCLUSION

32
FINDINGS, RECOMMENDATIONS AND CONCLUSION

5.1 Findings Based on Observations

 Diversity management is increasingly recognized as a strategic priority.

 HR professionals often face structural challenges, including limited leadership
support.
 Employees value inclusive practices but feel that implementation is
inconsistent.

5.2 Findings Based on analysis of Data

 Frequent calls for better communication and more active leadership

involvement.
 Training and education on diversity are underutilized but highly requested.
 Organizations need to formalize their diversity policies with measurable goals.

5.3 General findings

 Inclusive workplace cultures improve employee satisfaction and engagement.

33
  HR has a pivotal role but needs stronger tools and authority to drive change.
 Engagement activities like seminars and feedback forums are highly effective.

5.4 Recommendation based on findings

 Institutionalize regular diversity and inclusion (D&I) training.

 Develop and communicate a clear D&I policy.
 Establish feedback loops through surveys, forums, and employee resource
groups.
 Align leadership diversity with organizational goals.

5.5 Suggestions for areas of improvement

 Train managers and supervisors on cultural competence and unconscious bias.

 Make diversity metrics visible and part of performance evaluations.
 Celebrate cultural diversity through company-wide activities.

5.6 Scope for future research

Future research could explore the long-term impact of HR diversity strategies, assess
how technology can support inclusive hiring, and expand to cross-industry
comparisons for broader insights.

5.7 Conclusion

HR plays a critical role in shaping an inclusive and respectful work environment.

While organizations are increasingly aware of diversity’s value, effective
implementation remains a challenge.
This study underscores the need for structured strategies, continuous feedback, and
leadership alignment to create lasting change. A strong commitment to diversity not
only enhances employee experience but also drives innovation and organizational
success.

34
35
 REFERENCES
(APA style; below is only a sample)

 Atodaria, Z., & Sharma, R. (2019). Investment Pattern of Salaried Class of

Somnath (Daman) –A Study of Various Investment Options Available.
International Academic Journal of Social Sciences, 06(01), 49–61.
[Link]
 Barak, M. (2016). Managing diversity: Toward a globally inclusive workplace
(2nd ed.). Sage Publications.
 Cox, T. H. (2001). Creating the multicultural organization: A strategy for
capturing the power of diversity. Jossey-Bass.
 Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of
diversity perspectives on work group processes and outcomes. Administrative
Science Quarterly, 46(2), 229–273. [Link]
 Roberson, Q. M. (2019). Diversity and inclusion: An international perspective.
Springer.
 Shore, L. M., Cleveland, J. N., & Sanchez, D. (2011). Inclusive workplaces: A
review and model. Human Resource Management Review, 21(3), 242–257.
[Link]

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 ANNEXURE (if any)

[Link]
1FAIpQLSepjLNt1peil2WiMInnGbSF7mSCR8DV0SWC5InVsXRQrolLIQ/
viewform?usp=header

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