Abstract
This chapter examines how implementing preventative HR practices can promote equity and inclusion in entrepreneurial organizations as they grow. Common diversity practices, like HR policies and affirmative action initiatives, can unintentionally perpetuate discrimination when implemented poorly. To foster an inclusive environment, the authors use inclusive leadership and a framework for organizational inclusiveness to investigate how HR policies can enable diverse groups to participate fully. This approach not only allows for the full participation of diverse groups but also enables individuals to leverage their diversity for innovative solutions. Organizational leaders can create an inclusive climate by establishing a culture that supports diversity and inclusion. Achieving true equity requires redistributing resources and ensuring an inclusive culture throughout the organization, facilitated by collaboration and diverse voices in decision-making. This chapter explores challenges faced by emerging businesses and proposes suggestions for future research in diverse and equitable inclusion.
TopBackground
Fillion (2021) redefines the traditional understanding of an entrepreneur from simply a business owner and leader, to include the following qualities: “an individual who detects opportunities for innovation, makes moderately risky decisions, and efficiently uses resources to create added value” (Fillion, 2021, p.78). In this regard, to effectively use resources includes the usage of each person, and their diverse backgrounds and skill sets, within an organization for the business’s success.
Key Terms in this Chapter
Entrepreneurship: The process of doing something new and something different for the purpose of creating wealth for the individual and adding value to society. Gender parity: Achieving equal participation of men and women in all aspects of a workplace based on their proportion within the company. Human Resources: the division of a business responsible for finding, screening, recruiting, developing and training job applicants. Inclusive Leadership: a specific form of relational leadership that establishes the workplace (organizational) climate to allow for the access of all members within an organization to feel included and equal members of an organization.
Social Justice: A theoretical practice which concerns itself with society, particularly with social institutions and their allocation of duties and rights. (see Rawls, 1971 )
Tokenism: Perfunctory or symbolic efforts recruiting a small number of people from under-represented groups to give the appearance of equality within a workforce the difference of one member of a group from most of the group. Tokenism can occur based on gender, race, or other characteristics. (see Yoder et al. 1996)
Workplace Diversity: A consideration of having different groups of people based on age, gender, religion, political affiliation, psychology or behavioral traits inside and working together inside a communal place of work (physically or digitally).