Journal of Critical Reviews

ISSN- 2394-5125 Vol 7 , Issue 6, 2020

Review Article

ACKNOWLEDGING GENDER DIVERSITY AND INCLUSION AS KEY TO ORGANIZATIONAL

GROWTH: A REVIEW AND TRENDS
Navjeet Kaur1, Dr. Pallvi Arora2
1Research Scholar, International Centre of Cross-Cultural Research & Human Resource Management (ICccR & HRM), University
of Jammu, Jammu, India. kaur.navjeet73@gmail.com
2Assistant Professor, International Centre for Cross Cultural Research and Human Resource Management (ICccR & HRM),

University of Jammu, Jammu, India. pallvi.arora12@gmail.com

Received: 17.02.2020 Revised: 10.03.2020 Accepted: 04.04.2020

Abstract
Diversity refers to the existence of human differences on the grounds of colour, race, ethnicity, gender, identity, age, physical attributes,
ethical values, nationality, education, personality, experiences and knowledge base. Inclusion, on the other hand, is the collaborative
environment that enhances belongingness, participation and contribution as it provides respect to people across varying parameters of
difference. Over the past few decades, workforce diversity and inclusive work practices have acquired the core position in several small,
medium and large sized organizations whether national or international. Historical and current status of women workforce participation
in Indian organizations reveals that a huge gap exists between the proportion of female labor force and their male counterparts.
Presently, as companies have initiated to acknowledge that women constitute a significant source of human capital, it becomes essential
to create female friendly workplaces to encourage gender diversity in organizations. The present scenario identifies gender diversity and
inclusion of workforce as the key to business success and growth. This piece of research investigates the nuances of gender diversity and
inclusion that bring out their true essence in terms of creativity and innovation, organizational reputation, productivity, decision-making,
problem-solving and organizational performance as its several advantages. Additionally, the present research throws light upon the
status of gender diversity in Indian organizations and the present global trends in the domain of gender diversity and inclusion as a key
competitive advantage. It also attempts to bring out the reasons for acknowledging gender diversity and inclusion as a core of every
organizations’ policy.
Keywords: Gender Diversity, Inclusion, Workplace and MNC’s.

© 2019 by Advance Scientific Research. This is an open-access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/)
DOI: http://dx.doi.org/10.31838/jcr.07.06.25

INTRODUCTION organizations, the initiatives have been commenced for a long

Presently, the entire world is becoming a global village and the time but still only 28% of the entire organized workforce
cross-border distances are reducing with a high pace with constitute women out of 48.5 % female of the entire population
enhanced global interconnectedness of business operations and (Das, 2018). Das (2018) investigated that a 10% current increase
people. As a consequence of such liberalized and globalised shift, in women workforce will result in an addition of more than
workforce diversity and inclusive work practices have become $700Bn to India’s GDP by 2025.
significant for organizational survival, growth and success.
Wentling & Palma-Rivas (2000) asserted that diversity refers to Considering the long run organizational growth and profit
the co-existence of employees with a wide variety of socio- generation as the major concerns of every organization to
cultural, socio-economic and demographic attributes. Diversity survive in this competitive business world, gender diversity and
can be defined as variations in observables such as age, gender, inclusion are now becoming the key ingredients that can lead to
race, ethnicity and non-observables including cultural and achieving the same (Make it more than a mantra: Inclusion and
technical characteristics of employees (Jackson, May, & Whitney, diversity survey, n.d.). Research indicates that a 1% increase in
1995; Milliken & Martins, 1996). workforce diversity leads to a 3% to 9% increase in the revenues
(Bahl, 2018). After reviewing the literature, it has been extracted
Inclusion, on the other hand, refers to the optimum utilization of that majority of the research work in the field of gender diversity
differences of workforce for the growth and success of and inclusion has focused upon its beneficial influences upon
organization (Employers Network for Equality & Inclusion, organizational overall growth. In light of the above, it becomes
2017). Inclusion talks about providing a sense of involvement, relevant to address how gender diversity and inclusion practices
empowerment, recognition, integration and respect to the in the organizations can bring a positive transformation in the
diverse workforce prevalent in the workplace (Daya, 2013). It organizations and strengthen work performances.
also refers to enhancing and encouraging diversity at the
workplace for fruitful and beneficial results (Global Diversity Accordingly, this piece of research explores the decadal trends
Practice, 2017). across 2009 to 2019 associated with gender diversity and
inclusion that highlight its growing relevance. This research
A research from Bersin by Deloitte (2017) reveals that 77% of work also aims to address why gender diversity and inclusion
the surveyed organizations aspire to be inclusive whereas 12% have become the top priority for organizations globally.
of the surveyed organizations have achieved the objective of
diversity with inclusion. As per the results of the study Subsequently, the following research questions are been
‘Delivering through Diversity’ released by McKinsey & Co. addressed:
(2018), Australian companies (40%) achieve business leadership • How do gender diversity and inclusion influence the overall
on grounds of gender diversity followed by companies of US organizational growth?
(34%) and then UK (32%). To enhance gender diversity in Indian

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TRENDS

• What are the possible repercussions of promoting gender On one hand, while diversity and inclusion represent different
diversity and inclusion in organizations? phenomenon, on the other hand, both the concepts are
• Is there any collaborative impact of gender diversity and interrelated to each other as diversity focuses on acknowledging
inclusion in the workplace? the different type of people working in an organization based on
• What is the present status of gender diversity and inclusion age, gender, ethnicity, nationality etc., while inclusion stresses
in Indian organizations? upon leveraging the workforce diversity for organizational
Based upon a systematic literature review in the domain, the growth (Jordan, 2011; Arruda, 2016). However, it has been
research paper focuses on the available secondary data and brought to the light through research that the influence of
draws conclusion/inferences based on research papers, reports diversity and inclusion upon organizations are collaborative and
and organizational websites. The data also facilitates in inconclusive in nature (Wright et al, 2014; Rohwerdr, 2017) as
demonstrating the trends across the years. diversity alone is not sufficient for the holistic improvement of
the organization (Arruda, 2016; Young, 2018). Bourke & Dillon
DIVERSITY VS INCLUSION (2018) asserted that as per the Deloitte’s research, diversity
Diversity means existence of differences among employees at without inclusion is not fruitful. According to Deloitte’s review,
workplace based upon their colour, ethnicity, gender, age, social diversity and inclusion both in collaboration are effective in
class, physical attributes, nationality, education, personality, achieving two times more financial targets, three times higher
skills and knowledge. While both the terms ‘diversity’ and performance, six times more innovativeness and eight times
‘inclusion’ are commonly used interchangeable, there exists a better organizational outcomes (Bersin by Deloitte, Deloitte
huge difference between the two concepts. Inclusion is different Consulting LLP, 2017; Deloitte Development LLC, 2018). The
from diversity as it is a more active concept (Fresh Thinking collaboration between the two is absolutely essential for the
Labs, 2017) and considered as a vehicle for embracing the overall organizational growth and development. As diversity is a
difference that exists as a consequence of workforce diversity broader concept, we work at how gender diversity and inclusion
(Young, 2018). Arruda (2016) asserted that diversity is about can be seen collaboratively. Infact, bringing together both the
who and what (e.g., who is to be recruited, promoted, transferred concepts together essentially leads to more promising outcomes
and so on) but, on the other hand, inclusion revolves around how for the organizations.
(e.g., how to embrace and energize diversity in an effective
manner). Jordan (2011) stated that “diversity means all the ways SIGNIFICANCE OF GENDER DIVERSITY AND INCLUSION IN
we differ. Some of these differences we are born with and cannot ORGANISATIONS
change. Anything that makes us unique is the part of this Diversity and inclusion are the key principles of the mission
definition of diversity”. “Inclusion involves bringing together and strategy of 21st century organizations (The 2018 diversity best
harnessing these diverse forces and resources, in a way that is practices inclusion index, 2018). Diversity and inclusion help in
beneficial. Inclusion puts the concept and practice of diversity acknowledging and understanding differences among people and
into action by creating an environment of involvement, respect leveraging its influences for the profitability of the organization
and connection – where the richness of ideas, backgrounds, and (Folick, 2019) as diverse and inclusive teams take better and
perspectives are harnessed to create business value” (Jordan, more effective decisions (Larson, 2017). This type of diverse and
2011). Hence, inclusion is like a rainbow of different colors, as it inclusive workforce performs twice faster decision-making
galvanizes diversity. While diversity talks about the differences, within half of the meetings as diversity and inclusion go side by
inclusion talks about synergizing those difference to bring more side (Larson, 2017). With the help of existing literature, Table 1
meaning and collaboration. demonstrates the numerous positive influences of gender
diversity and inclusion upon several aspects of organizational
DIVERSITY AND INCLUSION: A COLLABORATION growth.

Table 1: Significant and positive influences of gender diversity and inclusion upon several aspects of organizational growth
Source Units/Companies under Reasons behind adoption of gender diversity by Results
study the units/companies under study
Grafstein (2019) Study based on secondary For reducing turnover and achieving the targets of It has been concluded that gender diversity and
data/previous research world-class performance inclusion significantly improve the overall
studies performance of the organizations including cost
Greesonbach (2019) Study based on secondary For better and higher returns on income and equity. reduction, talent management, products and
data/previous research services, company’s reputation, innovation and
studies creativity, productivity, decision-making, problem-
Rohwerder (2017) European Listed companies To improve the overall performance of the firm. solving, financial performance, relationships with
stakeholders, satisfaction, commitment and
empowerment of the workforce, increased feeling of
psychological security.
McKinsey (2018) 346 companies (mostly For strengthening employee empowerment, Gender diversity and inclusion are positively
based in the USA and UK) organizational performance, cordial relationships, interrelated with employee empowerment,
decision-making, company image, innovation, organizational performance, cordial relationships,
talented workforce management. decision-making, company image, innovation,
talented workforce management.
Boston Consulting 171 German, Swiss and Increase in revenues from innovative products and Currently, for high level of innovation and profits,
Group (2017) Australian Countries services using gender diversity. gender based diversified and inclusive manpower
has become the necessarily of organizations.
Larson (2017) Approximately 600 business For better and faster decision making. The combination of gender diversity and inclusion
decisions made by 200 results in better decision making which ultimately
different teams in a wide influence the organizational growth.
variety of companies
PwC & NASSCOM Indian IT-BPM industry For building current women middle managers as
(2016) they are responsible for delivering organizational
results and will strengthen future executive-level
pipelines.
Crouch (2015) Hospital Health System To raise and improve productivity levels. For achieving the targets of high productivity, gender
located in the southeastern diversity and inclusion have become urgency of
part of the US. present business practices.
Forbes Insight 321 executives at large To improve the organizational level of innovation. Gender diversity and inclusion are considered as the

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TRENDS

(2011) global enterprises (having major forces to boost organizational innovation

more than $500 million in level.
annual revenues)
Phillips, Kim-Jun, & Study based on secondary For better problem-solving, enhancing creativity and High profits, effective problem-solving, enhanced
Shim, (2010) data/previous research innovation. creativity and innovation, high company reputation
studies and talent management are the crucial outputs of
Acquavita, Pittman, Subscribers of Social Work For raising the employees’ job satisfaction level as it gender based diversified and inclusive workforce.
Gibbons, & Today Magazine helps in retaining talent.
Castellanos-Brown
(2009)
The above table indicates the trend in gender diversity and the Pacific (68.5%), Sub-Saharan Africa (68.0%), South Asia
inclusion literature from 2009 to 2019 indicating that the (66.1%) and middle East and North Africa (61.2%) subsequently.
concept of gender diversity and inclusion has taken up Table 2 reveals the list of top 5 countries and bottom 5 countries
immensely since the period for which this research is concerned. on the grounds of gender gap including economic participation,
Recognizing the growing relevance of gender diversity and education attainment, health and political empowerment.
inclusion, both concepts are here to stay. Also, the increasing
need for organizations to address gender diversity and inclusion Table 2: List of top 5 countries and bottom 5 countries on
issues brings forth its essence in terms of bringing advantages to the grounds of gender gap WEF’s Global Gender Gap Report
the organizations that pursue it as a core value. As per the list 2020)
issued by the Times Top 50 Employers for Women (2019), Top-Five Countries Bottom-Five Countries
Accenture, Barclays, BP, Deloitte, McKinsey & Co., Shell, Vodafone Rank Country Score Rank Country Score
and Sky, just to name a few, are the companies across the globe 1 Iceland 0.877 149 Congo, DR 0.578
which are highly diversified on the grounds gender diversity. 2 Norway 0.842 150 Syria 0.567
These and many other global organizations seek to address 3 Finland 0.832 151 Pakistan 0.564
gender diversity and inclusion and imbibe relevant practices for 4 Sweden 0.820 152 Iraq 0.530
the holistic growth and success of the organizations. 5 Nicaragua 0.804 153 Yemen 0.494
A statistical look at the data provides an indication of how the
organizations are taking it up for their overall growth. A study No country has achieved the target of complete gender equality
conducted by Boston Consultancy Group (2017) reveals that with yet but Iceland (88%), Norway (84.2%), Finland (83.2%),
the increase of 20% proportion of female managers, innovation Sweden (82%) and Nicaragua (80%) are closest to achieve
jumps to 25% from 15%. The Enterprise Decision-Making gender equality at workplaces (WEF’s Global Gender Gap Report,
Platform: Cloverpop (2017) found that gender diversity and 2020). It has been investigated that 29% of senior management
inclusion at workplace results in 73% better decision-making roles are held by women and 87% of businesses have at least one
which further leads to 60% better outcomes. Knowledge Centre, women in senior management worldwide (Grant Thornton,
Catalyst (2004) and The Business Case for Gender Diversity 2019). Such recent statistical figures are a clear indication of the
(n.d.) released the results of a study conducted on Fortune 500 growing relevance of diversity and inclusion in organizations
companies whererin a 25% of presence of women or gender worldwide.
diversity in senior management helps to yield 30% higher
returns. Infact, numerous studies have reflected that revenue of STATUS OF GENDER DIVERSITY AND INCLUSION IN INDIAN
the company increases by 3% with every 1% increase in gender ORGANIZATIONS
diversity (10 Companies around the World that are Embracing Low representation of women at the workplace is a global
Diversity in a BIG Way, n.d.). McKinsey & Co. (2018) investigated predicament but in India the picture of women at workplace is
and reflected that gender and ethnic diversity respectively gloomy as gender inequality at workplace in India is highly
generate 21% and 33% more returns above the targeted mean. prevalent (Bhardwaj, 2018). In Indian organizations, the status of
Suzuno (2017), Harvard Business Review (2016, 2019) found encouraging gender diversity is at its initial stages emphasizing
that 67% jobseekers consider gender based workforce diversity upon equality in hiring, remuneration and representation in
and inclusion as an important factor while looking for job offers, leadership positions (Das, 2018). Gender diversity and inclusion
57% employees expect their companies to make more efforts to in Indian organizations reveals alarming statistics as top-listed
encourage diversity at the workplace. Inclusive organizations are companies have only 20% female workforce out of their entire
successful in yielding 2.3 times higher cash flows and are 1.7 permanent workforce (Bothra, 2019). According to the World
times more effective on the grounds of innovation (Bersin by Economic Forum’s Global Gender Gap Report (2017) India
Deloitte, 2017). Companies with at least 15% female senior ranked 108 out of 144 countries on the gender equality scale
managers can yield 18% higher profitability and companies which has slipped from 87 in 2016 (Bhardwaj, 2018). In 2018,
having a female CEO are capable of gaining 19% higher this gap has become more glaring as India ranked 142 among
profitability (Business and Sustainable Development 149 nations (WEF’s Global Gender Gap Report, 2018). Despite
Commission, 2018). Companies with higher gender diversity are the adoption of numerous initiatives and affirmative actions for
better able to outperform to about 11% companies with lower boosting gender diversity and inclusiveness in Indian
gender diversity (Business and Sustainable Development organizations, India has not achieved success to raise the status
Commission, 2018). of women in top and middle level positions (Verma & Basu,
2019). Women constitute only 27% of the total workforce, 17%
GENDER DIVERSITY GAP AT WORKPLACES – AN OVERVIEW of them are in senior management positions and only 3% women
OF WORLDWIDE STATUS are CEO’s in India (The Economic Times, 2017). Since 2014, out
As a consequence of growing relevance of gender diversity and of every 100 CEO’s and MD’s of companies listed in NSE, only 3
inclusion in present business world, companies have commenced are women and out of 1814 chief executives of NSE-listed
to take strong and effective actions for closing gender gaps at companies only 67 are women (Verma & Basu, 2019). Table 3
workplaces. According to the WEF’s Global Gender Gap Report throws the light upon annual status of women in leadership
(2020), gender diversity gap is smallest in Western Europe as position in India from 2014 – 2019.
Western Europe has closed 76.7% of its gender gap, followed by
North America (72.9%), Latin America and the Caribbean
(72.1%), Eastern Europe and Central Asia (71.5%), East Asia and

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Table 3: Annual status of women in leadership position in lakhs in 2013 (Gupta, 2019). The year 2019 has recorded the
India from 2014 – 2019 (Verma & Basu, 2019) highest increase in the percentage of women holding senior
As on No. of No. of Total No. of % of Total management positions which is 29% (Ahmed, 2019). Also, India
Marc MD/CEO MD/CEO MD/CEO No. of is ranked at 112 among 153 nations in global gender equality
h 31 Women Women Directorshi MD/CEO index (WEF’s Global Gender Gap Report 2020). Accenture
Director Directorshi p Positions Directorshi Solutions Pvt. Ltd., ADP Pvt.Ltd., Barclays in India, Credit Suisse,
s p Positions p Positions Deloitte in India, EY, IBM India Pvt. Ltd., KPMG, Shell India
2014 39 40 1249 3.20 Markets Pvt. Ltd., TCS, Tech Mahindra, Pepsico India Holdings
2015 39 40 1304 3.07 Limited, Verizon Data Services are the top companies in India
2016 46 50 1408 3.55 that are committed to establish women friendly workplaces by
2017 57 61 1554 3.93 promoting gender diversity and inclusiveness (Bhardwaj, 2018;
2018 56 60 1717 3.49 List of Best Companies for Women in India 2019, 2019) and
2019 63 67 1814 3.69 taking initiatives to close the gender gap.

The figure indicates the status of gender diversity in India and REASONS FOR BOOSTING GENDER DIVERSITY – THE TOP
demonstrates an upliftment in the same. Gender diversity and MOST PRIORITY OF THE ORGANIZATIONS
inclusion have become the key factors of hiring and all other HR Healthy gender diversity at workplaces is not only a moral and
social issue but it also has a critical and economic significance for
policies to create safe and comfortable workplaces for women
the organizations in the present world. Currently, companies
(Bhardwaj, 2018). Now, companies are emphasizing more and
cannot expect to acquire competitive advantage in the global
more on greater gender diversity as they don’t want to lose
talent and have become more aware about the fact that executive business landscape by ignoring 50% competitive and potential
teams with high gender diversity generate 21% more workforce (Gant, 2019) as better business require better
profitability and 27% greater value creation (Salis, 2019). leadership. Table 4 demonstrates the reasons extracted from the
Dwivedi (2017) found that Indian economy can grow more than literature that why healthy gender diversity have become the top
most priority of the organization.
$150 billion in upcoming three years by bridging its 50% gender
gap in workforce. The female workforce in Indian organizations
represents a significant growth of 196 lakhs in 2017 from 98

Table 4: Reasons for boosting Gender Diversity – The top most priority of the organizations
S.No. Source Reasons for boosting gender diversity/Characteristics of women
1 Lowen (2019) • More persuasive
French (2012) • Learn from adversity
• More risk-taking
• Believe in inclusiveness and team-building style of leadership for
decision-making
2 Zenger (2017) • Women leaders are highly qualified
• More passionate to find out opportunities to learn, improve and
develop throughout their entire future career
• More productive and creative
3 Goldschmid(2016) • Higher level of competency in exhibiting leadership skills and
motivating others.
• Highly qualified and possess high-potential.
• Better in comparison to their male counterparts in developing,
motivating and inspiring others while creating a favourable work-
culture.
• Equally effective and efficient managers/leaders.
• Better listeners and possess leadership qualities.
4 Cooney(2016) • Value work-life balance
French(2012) • Empathetic in nature
• Great listeners
• Nurture and help others
• Strong focus on teamwork
• Good in multitasking
• Motivated by challenges
• Strong communicators
• Dream big
• Handle crisis situations well
• Check their egos
• High emotional intelligence
• Flexible
• Perform variety of roles
• Lead by setting examples
• Defying the odds
• More adaptable
5 Madsen & Tanja (2016) • Think more holistically
• Seek win-win solutions
• More process-oriented
• Ask different questions

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Al-Shamali, & Al- • Sensitive to nonverbal cues

Khoury(2015) • Comfortable with ambiguity
• Focus on teams and cooperation
• Focus on developing and nurturing others
• Make more ethical decision
• Have higher integrity/honesty
• Focus on self-development
• More creative and innovative in nature
• Have higher social sensitivity
• Connects the group to the outside world
• Communicate powerfully and prolifically
• Builds relationships
• Inspiring and motivating others
• Take initiatives
FINDINGS OF THE STUDY organizations it is essential to understand both the phenomenon
After examining approximately 60 sources of literature including holistically for formulating an effective strategy to achieve high
research papers, web sources and several reports released by profitability as both these concepts are considered as bywords
different renowned organizations in the respective domain of for top most and successful organizations.
research, the following inferences have been drawn:
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