Abstract:
In recent years, there has been a boost in diversity and inclusion management research but
there is a long way to come up with more crystalized and well defined conceptualizations in
this area. This thesis research explores how organizations become inclusive by identifying
inclusive policies, practices and behaviors prevailed in inclusive organizations. It was also
focused that why and how such programs were initiated by the management which made the
diverse employees feel included in the organization. Managerial and employee perspective
both were taken into account. Qualitative research design was followed to identify the
underlying mechanisms of the understudy area. Thus, exploratory single case study analysis
took place within a famous MNC of Pakistan. As a result, five key dimensions of inclusive
policies and behaviors emerged i.e. top management’s commitment to inclusion, employee
voice in decision making, access to information, enablement and safety. ‘Enablement’ and
‘safety’ being the distinctive features of this research. Additionally, three types of inclusive
behaviours were identified which plays a major role in organizations to become inclusive i.e.
respect, collaboration and motivation. It was also highlighted that social, cultural and
contextual factors in which the organization is operating plays a vital role in designing
inclusion management programs. Overall, this thesis enlightens the development of inclusive
organizations in Pakistani context and paves path for future researchers in various ways.
