First Quarter 2022 | Volume 31 | No. 1


Mental Health in the New Workplace: A Culture Shift Toward Transparency and Empathy

From the CEO ranks, through HR, down to front-line workers, employers now recognize the importance of focusing on mental health and creating a supportive culture in the workplace. Organizations that demonstrate a sustained commitment to wellbeing are more likely to attract and retain employees, particularly during this period of intense burnout and the “Great Resignation.” This paper presents current research on mental health in the workplace. It also explains how employers can meet the challenge by designing effective workplaces and well-being programs that focus on training and education, maximizing flexibility and minimizing overwork, and offering comprehensive support.

First Quarter 2022 | Volume 31 | No. 1


Construction and Validation of a Short Inclusion Scale

Despite a substantial interest in the effects of diversity and inclusion in the workplace, little attention has been paid to the scientific assessment of inclusion at work. This study designed and validated a new eight-item inclusion scale for use in a diversity and inclusion audit. Following the work of Person et al. (2018) and April and Blass (2010), we started with a multidimensional structure containing eight to 10 sub-scales (factors) and used Person et al.’s Diversity Engagement Scale (DES) as a starting point for our tool.

First Quarter 2022 | Volume 31 | No. 1


Unrecognized, but Corrosive: Caste Inequalities in Global Workplaces and Employee Well-Being

Inequalities in organizations and society can affect employee well-being and, ultimately, organizational performance. Although inequalities such as gender and race/ethnicity are familiar to corporations, inequalities related to caste are gaining attention only recently. Since caste is a foreign construct in countries outside South Asia, in this article we explain it and illustrate how caste inequalities can occur in ways that are not easy to recognize and affect the well-being of employees belonging to lower castes. We conclude with a few recommendations on how managers can address caste inequalities in workplaces around the world.

First Quarter 2022 | Volume 31 | No. 1


Embedding Whole-Person Workplace Values into Traditional HR Activities

This paper covers the concept of Whole-Person Workplace values. It discusses how these can be embedded into many traditional human resources activities to benefit both the employer and employee, explaining how it can be good business to create a workplace in which people can be their best selves and still have the time and energy to have a full life outside of work. The paper focuses on several HR activities, including hiring, new-employee orientation, work design and work-hour expectations, performance management and the extension of livable wages to all employees.

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