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Introduction
Rapid growth in globalization has made organizations and communities more heterogeneous. The way business is conducted and the way people live their work lives are being transformed. With an increase in cross-cultural teams, foreign investments coupled with the change in social attitudes in the workforce are few reasons why organizations today are embracing diversity and inclusion as a key function to achieve better organizational results. Organizations have realized that a diverse workforce can contribute better toward business processes at different organizational levels (Blake, 2015; Kuknor, 2015; Sanyal et al., 2015). In many ways, the function of diversity and inclusion are like two sides of the same coin (Roberson, 2006). While a diverse workforce has gained popularity in organizations, most of the times its twin-component inclusion is lost. Be it in research or practice OI remains a concept under development (Nair and Vohra, 2015). Diversity awards have also become an upcoming business trend. In recent years, diversity management (DM) has shifted its focus to that of an inclusive environment. Bernardo and Ferdman (2010) highlight the impression that mere presence of diversity, does not imply the presence of inclusion in organizational culture. Inclusion – people development – has to be incorporated into every business initiative. Gallup study (2017) says that 85% of employees are not engaged or actively disengaged at the workplace. The function of human resource development (HRD) is to build an advanced workforce with diverse competencies enhancing organization effectiveness (Rao, 1987). HRD is more than exact policy, it is programs planned to promote employee performance. Hence, to build an inclusive culture of development is everyone’s job, which should be fostered through HRD. Still, keeping inclusion alive is seen more of an HR initiative or a leadership goal. Organizations are spending time and money in initiatives toward inclusion, leadership training to foster an inclusive culture. Despite these efforts, it is seen employees do not fully engage themselves in the organization (Sanyal et al., 2015). This may be due to unhappy performance rating, work assignments or growth opportunities. Research highlights how building an inclusive culture will facilitate a healthy workplace minimizing the negative aspects at work. Sanyal et al. (2015) found that the culture of the organization cannot be driven only by the...