DOI: doi.org/10.21776/ub.ijds.2023.10.02.6
199
Exploratory Study on Inclusion in the Workplaces in Malang
Ika Widyarini , Selly Dian Widyasari Universitas Brawijaya
Corresponding author:
Ika Widyarini,
Article history:
Received: 14 October 2022 Revised: 1 August 2023 Accepted: 5 November 2023
Published online at ijds.ub.ac.id
Copyright © 2023 Author(s) Licensed under CC BY NC
Abstract
This study aims to determine the antecedents, aspects and implications of implementing inclusion, especially the inclusion of persons with physical and mental disabilities in workplaces in the Malang area. This is a qualitative research, data collection was carried out through a systematic literature review of the study database on inclusion in the workplace and will be supported by in-depth interviews and leaderless group discussions (LGD) to collect data from government sources such as Malang Manpower Offices, and organizations or institutions in the Malang area that enforce inclusion of persons with disabilities as the main stakeholders. The data obtained will be analysed using reduction techniques and presented in the form of a proposal for an integrated inclusion implementation model. This research is to provide an overview of the implementation of inclusion at the organizational level. This conceptual model will be the basis for creating measurement of the inclusion level in the workplaces in Indonesia. From this conceptual understanding and preparation of measurements, it is hoped that we can measure how successful an implementation of inclusion in a work environment.
Keywords: Workplace, Inclusion, Disability, Employment
1. Introduction
An inclusive workplace is defined as a workplace that respects differences and uses individuals from various group backgrounds as its human resources and works with and contributes to the surrounding community. This workplace actively alleviates the needs of disadvantaged people in the wider environment. The institution also collaborates with individuals, groups, and organizations across countries and cultures without boundaries (Barak, 2000).
The application of inclusion in the workplace has a major influence on organizational performance by increasing innovative behaviour (Qi, Liu, Wei and Hu; 2019) and organizational citizenship behaviour (Tran & Choi, 2019). Many organizations are successful after implementing the concept of inclusive work. An inclusive organizational culture will enable them to reach their full potential while maintaining effective business achievements (Praveenadevi & Girimurugan, 2019). The implementation of workplace
inclusion also increases Organizational Citizenship Behavior (Panicker, Agrawal, &
Khandelwal, 2018).
The implementation of workplace inclusion not only affects the organizational level but also has a role in facilitating business management at the international level. One description of the inclusion model with a value framework states that inclusion is a value system adopted by individuals to the management of organizational management that can affect aspects of organizational management and performance at the global economic level (Barak, 2000).
Various models of inclusive workplaces have been proposed to describe the process of implementing inclusion in different countries. One of the inclusive workplace models that was developed to describe the implications of implementing inclusion in the workplace is the model from Barak (2000). The framework presented by this model is that an organization that provides work in the global arena must be able to demonstrate the intention to recognize, understand and accept the differences in the groups of stakeholders associated with the organization. As an entity consisting of human resources with various backgrounds and abilities, organizations must strive for the implementation of inclusion starting from the instillation of organizational values to individuals so that it can be called an inclusive workplace.
Figure 1. Practical application of inclusion in the world of work (Barak, 2000)
Another model describing an inclusive workplace in the United Kingdom is when there is a commitment from the top management of the organization to pursue programs for promoting inclusion and integrating preventive implementation of inclusion in various human resource management practices. Without a commitment from top management, an inclusive climate that can maintain and develop diverse resources cannot be realized (Shore, Cleveland, & Sanchez, 2018).
Raising awareness about the different types of disability and how they affect life is important for several reasons; Disability awareness is understanding what the daily life of persons with disabilities is like. Using public transportation or the bathroom alone poses difficulties let alone understanding what it's like to live with the prejudices of society.
Disability awareness is an effort to educate people who do not have disabilities to know more about people who have disabilities. Non-disabled people may not realize what it is like to live with a disability and the challenges they face on a daily basis. By implementing an inclusive culture, it is hoped that there will be positive changes in understanding and developing workers with disabilities. Because if individuals or business owners are not aware of a particular problem that a person with a disability may face, they are unlikely to make any changes regarding inclusion in the workplace (MacMahon, 2021).
According to the World Health Organization (2021), one billion people, or 15% of the world's population, experience some form of disability. Persons with disabilities, on average as a group, are more likely to experience adverse socioeconomic outcomes than people without disabilities, such as lower education, poorer health, lower employment rates, and higher poverty rates.
Global awareness of disability inclusive development has increased. The United Nations Convention on the Rights of Persons with Disabilities (CRPD) promotes the full integration of persons with disabilities in society. The CRPD specifically refers to the importance of international development in addressing the rights of persons with disabilities. WHO states clearly in its development program that disability cannot be an excuse for lack of access to development programs and the realization of human rights.
In practice, job providers in Indonesia have tried to adopt inclusion practices in their workplace to fulfil obligations from the government through Undang-undang number 8 of 2016 about persons with disabilities. However, there has been limited number of studies providing a conceptual representation of how the implementation of this inclusion in the workplace in Indonesia is in point of fact, especially for disabled workforces. It is necessary to understand how these employers treat this particular workforce when including them as main capital of the company. Exactly how various parties such as government institutions, companies, entrepreneurs, educational institutions and the disability community try to find a common ground to collaborate need to be explored and the model will be required by all stakeholders involved in the application of Law No. 8 of 2016 in the workplaces. By studying empirically and through the construction of an inclusive workplace conceptual framework in Malang, we try to recognize the standard practices that should be implemented by institutions that can maintain company performance at the same time developing human resources with diverse abilities.
2. Inclusive Workplace
Both theory and empirical evidence suggest that inclusion practices in the workplace can have a positive effect on productivity as they improve organizational
climate and employee motivation, empowerment, loyalty and commitment, while also reducing turnover rates. These factors are in line with the added value to productivity.
Instead of focusing solely on reducing costs, through cutting wages or using precarious contract work for example, companies can aim to improve working conditions by implementing inclusive worl climate (Kornelakis, Veliziotis, & Voskeritsian, 2017).
Based on the context in work, inclusion is defined as the extent to which an employee feels that he or she is a valued member of the work group from his work experience he obtains the fulfillment of the need for belonging and uniqueness (Shore, Randel, Chung, Dean, Holcombe Ehrhart, & Singh; 2011). This uniqueness must be accepted and appreciated by the group because it provides opportunities to improve group performance. For example, an employee who is older than the rest of the workgroup may have knowledge of the company and its industry that is potentially valuable to the group. If treated as an insider with invaluable knowledge, the employee will have a strong sense of inclusion and the group will be able to benefit from improved performance. There are advantages when employees have a sense of belonging and uniqueness at the same time. Minority employees who are unique with extensive networks and a sense of belonging to the group or workplace get high levels of career optimism (Friedman, Kane, & Cornfield, 1998). At the group level, inclusive work groups adopt an integration-and-learn perspective by combining the uniqueness of its members (viewing diversity as a resource) and a sense of belonging, so that members feel valued and respected (Ely & Thomas, 2001). Workgroups that adopt an integration-and-learn perspective exhibit high-quality analysis, are able to facilitate effective cross- organizational collaboration, and enable individuals in the group to improve their skills (Ely & Thomas, 2001).
Inclusion is an integral part of accepting diversity and must be built on sound moral grounds (Pless and Maak, 2004). Inclusion is about how an employee is accepted and treated as part of the overall work system by others. It is about how all social identities of the group are recognized by the organization. Creating an environment that provides equal opportunities to be heard and respects differences as unique by removing barriers to full participation and building a sense of belonging by demonstrating inclusive behavior (Holvino et al., 2004; Robertson, 2006). Inclusion is basically a culture that exists in an organization when people of all groups are allowed to present their views and are collectively involved in the core activities of the organization (Wasserman et al., 2008).
It was found that there is quite a lot of inconsistency between researchers regarding the definition of inclusion. Some views are more on the essence of inclusion itself. For example, Geiger and Jordan (2014) who view inclusion as referring to the relationship between actors and recipients, and because those who seek inclusion are often privileged. While for Fujimoto et al. (2013) the definition of inclusion at the organizational level often adopts a “job perspective” which means that inclusion cannot be applied in all occupations. Ferdman and Deane (2013) argue that workplace inclusion has to do with how organizations, groups, leaders and organizational members provide a way that
enables everyone, across different types of differences, to participate, contribute, have a voice, and feel that they are connected and have a stake. without losing their individual uniqueness or having to forget their identity or valuable aspects of themselves.
Meanwhile, Mor Barak (2011) advocates viewing inclusion as the extent to which individuals feel part of important organizational processes, such as access to information, connectedness with colleagues and the ability to participate and influence decision- making processes. What is further explained by Giovannini (2004) that inclusion includes recognizing and utilizing individual differences in their work environment, so that individuals are involved and their performance develops. Lirio et al. (2008) Inclusion is an employee's belief in the organization's efforts so that they can be involved in the mission and operations of the organization according to their talents. Avery et al. (2008) looked at the extent to which employees believe their organization is engaged in an effort to involve all employees in the mission and operations of the organization by valuing their individual talents. Wasserman et al. (2008) believe that a culture of inclusion occurs when people from all social identity groups [have] the opportunity to exist, have their voices heard and valued, and engage in the main activities of the organization collectively. Roberson (2006) requires the removal of barriers to full participation and contribution in the organization.
What the researcher can conclude from the several definitions of inclusion in the workplace above is that the application of inclusion in the workplace is the organization's efforts to involve all employees regardless of their differences/uniqueness in all the main activities of the organization so that employees (whatever the circumstances) feel they are contributing and growing, which in turn develops the performance of the organization or company.
3. Conceptual models of the Inclusive Workplace
Several conceptual models have been developed in western countries where there have been various companies implementing inclusion. As the model proposed by Shore et al. (2018) focuses on the role of top management in implementing inclusive management with proper promotion and prevention programs so as to produce an inclusive organizational climate that is needed so that employees feel inclusion so that their talents can develop in the organization.
Figure 2. The Inclusive Workplace Model (Shore, Cleveland, & Sanchez, 2018)
Based on a study in India, Fujimoto and Uddin (2020) put forward a model that emphasizes awareness of social equality in all aspects of the organization as the core of implementing inclusion for the poor who mostly come from the lowest social strata in India's caste system. Organizations as drivers of social equality empower leaders, families, communities and workers to realize the implementation of inclusion.
Figure 3. The Inclusive Workplace Model for the Poor (Fujimoto & Uddin, 2020)
Some of the inclusive workplace models above have their own peculiarities in understanding the concept of inclusion in the workplace. Because it is developed from studies in different cultures, the aspects that become the main theme of an inclusive workplace are also different. Thus, it is assumed that the dynamic aspects of implementing inclusion in the workplace in Indonesia are also different from the two models because Indonesia has different values and contexts.
This research will explore all aspects of implementing inclusion in the workplace at all stakeholders (government municipals, organizations, association of work provider, the disabled worker and work peer). The data obtained will be reduced to themes carried out by company employees and then these themes will be compiled into a model (conceptual framework). The proposed model will be discussed with inclusion practitioners in the workplace so that it fits the actual application in the workplace.
4. Methodology
4.1 Research design
This research is exploratory research since similar topics are still of little awareness to be studied specifically by researchers in Indonesia. By using a qualitative approach, the researcher attempts to explain the framework related to the implementation of inclusion in the workplace for persons with disabilities in Malang.
4.2 Research participants
This research will involve workplace inclusion practitioners at organisation (management, team and employee) as well as government municipal as respondents of interviews. The inclusion requirements of participants are management practitioners/employees in companies or organizations that implement inclusion.
Interview respondents who were disposed to provide information about the workplace inclusion are the teams from the Malang City and Regency Manpower Office (both as inclusion employers and as law enforcers of Undang-undang No. 8 of 2016), the management teams from PT Sumber Alfaria Trijaya Tbk, and Burger Buto. The meeting with the Indonesian Employers' Association (APINDO) Malang Region also provided additional data regarding the implementation of inclusion in several companies in the Malang area.
4.3 Research Questions
This study was conducted to answer the research questions of how the framework for implementing inclusion at the organizational (strategic), unit or team and individual levels supports the implementation of inclusion in the workplace in Indonesia. The questions enquired are inquiries concerning the process of implementing and implementing inclusion at
• the Malang Regional Manpower Office (government level),
• the strategic level of the organization,
• the team or work unit level, and
• the individual worker levels?
4.4 Instrument
Based on the research questions and research objectives to get an overview of the antecedents, aspects and implications of implementing inclusion, the researchers conducting in-depth interviews and leaderless group discussion to the respondents.
4.5 Data analysis
Data analysis was conducted by using Miles and Huberman data analysis which involves data reduction and presentation accompanied that involves participants as data sources in the meaning of the model (conceptual framework).
5. Results
There are several procedures and implementation of activities in stakeholders to ensure the acceptability of inclusion in the employer's environment. Several stakeholders have their own roles as antecedents that encourage the implementation of inclusive workplaces for people with disabilities:
Government (through the Regional Manpower Office):
• Ensuring compliance with legislation on disability inclusion. Since the enactment of Law number 8 of 2016, there have been several derivative laws that detail and guide the implementation of the law.
• Disseminating the latest legislation on disability inclusion to employers in the region
• Monitoring by having a complete database (recording of reports) about employer data that contains: Company name, number of disabled workers employed, name and position of disabled workers employed. Currently, this database is still in completion because employers do not report periodically.
• Assisting in the inclusion implementation process which is currently being organized in collaboration with APINDO and Psychology Department Universitas Brawijaya:
- Psychological support (recruitment procedures, preparation of work procedures, counselling for disabled workers)
- Sign language translator assistance involved in selection procedure - Training of Inclusion Awareness for non-disability workers
• Awarding (reinforcement) for best practices of inclusion
• Ensuring the increase of employment of the disabled worker by coordinating with the Department of Social Affairs, educational institutions that produce disabled graduates and employer organizations
• Ensuring the implementation guidelines of inclusion in the work environment that can easily be comprehended by all parties
Association of Indonesian Entrepreneurs (APINDO) Malang region has several functions that can be performed:
• Encourage member companies to implement inclusion in accordance with the law,
• Discuss the implementation, procedures, problem identification and work on inclusion solutions in companies
Government agencies as employers can encourage the implementation of inclusion because of several things
• Compliance of legislation on persons with disabilities and related regulations
• Being a role model in inclusion management
Organizations/entrepreneurs that employ disabled workers should have several foundations besides to comply with the law:
• Holding values to help others and serve the community
- Burger Buto's employer’s basic value is charity, the company adjust some procedures and performance standards for disabled workers since 2015 - Alfamart since 2016 has started implementing and improving the inclusion
process but has not lowered the performance standard
• Compliance with the legislation regarding persons with disabilities
According to the data from inclusion stakeholders, several aspects of management that should be seriously inquired when implementing inclusion in the company
• Recruitment: recruitment requirements allow certain disabilities and recruitment methods to educational institutions or posts with the help of Manpower Agency and Social Agency
• Selection; standards and selection procedures that are adapted to the disability that is owned
• Job design: adjusting the way of working with the disability
• Career or development: establishing a career path and promotion procedures as well as training/development that can be accessed by people with disabilities
• Assessment of disabled/normal performance; determination of performance standards (same/less than normal workers) for people with disabilities
• Disability facilities/accommodation: ramps, work locations and identification signs adapted to the disability
• The socialization of the culture of inclusion that has not been done at the moment is the training to treat disabled worker in the workplace (because there is a problem with the work ethic of people with disabilities that causes co- workers to lack respect)
Several implications of inclusion in companies and government agencies can cause apprehensions that must be considered to be solved cooperatively:
• The fair/equal treatment of people with disabilities should be equated to the perception first, starting from the management level to the workers including disabled workers themselves
• Counselling for the disabled and co-workers because some psychological problems occur without handling can cause disabled workers to resign for example in PT. Cakra initially employed 50 disabled employees but only half of them survived
• Cooperation with SLB, BKK and Social Affairs must be improved to ensure the absorption and readiness of disabled worker to face the world of inclusive work
• It is necessary to have a special Manpower Agency budget for the operation of the disability service unit to coordinate with many parties in the implementation of inclusion which is currently not realized
• Meanwhile, there is no punishment/consequence for not implementing inclusion in the company
• Recruiting disabled workers means that they must be prepared to face the mental vulnerability of disabled worker that has been formed during their lives, prevent stigma, and strive for a productive work environment for disabled workers and normal workers
• The relationship between disabled workers and normal co-workers is also prone to become a source of conflict due to differences in attitudes, lack of awareness and lack of inclusion culture.
• Employing disabled workers must also consider business procedures adjustment that ensures there is no risk to the overall business performance
• Employers should also provide work environment that can protect their employees from harassment by outsiders and co-workers
Based on the above circumstances, a proposed model is designed to represent antecedents, aspect and implication to ensure an effective inclusion in organization:
Government Agencies:
- Monitoring compliance - Database
maintenance - Employment information - Role Models
Organization Strategic Level:
- Inclusion Values - Vision
HR Management - Recruitment &
Selection process - Performance
management - Inclusion
facility - Job Design
Individual Level:
- Inclusion awareness - Work attitude Indonesian
Entrepreneurs Association:
Benchmarking inclusion best practice
Special Educational Institution:
- Disabled worker readiness in work competencies - Resilience
Access to services:
Assistance in sign language;
Counselling
INCLUSION AT WORKPLACE
Figure 5. Proposed Model of Inclusion at Workplace
6. Discussion
The implementation of inclusion in the workplace in Malang Region requires the involvement of many parties. Government agencies through the Department of Manpower and the Department of Social Affairs in addition to working on recruitment of disabled workers, company compliance monitoring, database maintenance and must also conducting assistance initiatives required by employers. Government agencies should also be role models for employers in terms of inclusion.
When the employer has implemented inclusion in workplace, many issues still need to be addressed, namely the adjustment of management procedures and the growth of a culture of inclusion that allows all parties to work effectively without hindering the company's performance. At this point, the Association of Indonesian Entrepreneurs (APINDO) becomes one of the agents of change by organizing the exchange of ideas and mutual support among its members to invent the best inclusion practices in each company.
On the disabled workers and their co-workers’ side self-development and adequate awareness of inclusion are required so that they can show the best performance and keep their well-being.
The researcher's suggestion is to create a study group consisting of government agencies, companies, educational institutions that produce disabled graduates, and communities that hold discussions and exchange ideas in each region so that they can help each other in finding the right inclusion best practices in each region of Indonesia.
References
Avery, D. R., McKay, P. F., & Wilson, D. C. (2008). What are the odds? How demographic similarity affects the prevalence of perceived employment discrimination. Journal of Applied Psychology, 93(2), 235.
Barak, M. E. M. (2000). The Inclusive Workplace: An Ecosystems Approach to Diversity Management. Social Work, 45(4), 339-339.
Barak, M. E. M (2015). Inclusion is the key to diversity management, but what is inclusion?.
Human Service Organizations: Management, Leadership & Governance, 39(2), 83-88.
Disabled World. (2016). Disability awareness: Information & dates of programs. dari https://www.disabled-world.com/disability/awareness/ Diakses 27 Mei 2021 Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity
perspectives on work group processes and outcomes. Administrative Science Quarterly, 46(2), 229-273.
Ferdman, B. M., & Deane, B. R. (Eds.). (2013). Diversity at work: The practice of inclusion (Vol.
33). John Wiley & Sons.
Friedman, R., Kane, M., & Cornfield, D. B. (1998). Social support and career optimism:
Examining the effectiveness of network groups among black managers. Human Relations, 51(9), 1155-1177.
Fujimoto, Y., & Uddin, M. J. (2020). Poor-inclusive workplace model: A relational perspective. Equality, Diversity and Inclusion: An International Journal.
Geiger, K. A., & Jordan, C. (2014). The role of societal privilege in the definitions and practices of inclusion. Equality, Diversity and Inclusion: An International Journal, 33(3), 261.Holvino et al., 2004; Robertson, 2006
Giovannini, M. (2004). What gets measured gets done: Achieving results through diversity and inclusion. The Journal for Quality and Participation, 27(4), 21.
Kornelakis, A., Veliziotis, M., & Voskeritsian, H. (2017). How can competitiveness be achieved in post-crisis Europe: deregulating employment relations or enhancing high performance work practices?. The International Journal of Human Resource Management, 28(21), 3089-3108.
Lirio, P., Lee, M. D., Williams, M. L., Haugen, L. K., & Kossek, E. E. (2008). The Inclusion Challenge with Reduced‐Load Professionals: The Role of The Manager. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 47(3), 443-461.
MacMahon, P (2021) https://www.ihuschangingplaces.com/why-its-important-to-raise- awareness-around-disabilities/ diakses 27 Mei 2021
Pless, N., & Maak, T. (2004). Building an inclusive diversity culture: Principles, processes and practice. Journal Of Business Ethics, 54(2), 129-147.
Panicker, A., Agrawal, R. K., & Khandelwal, U. (2018). Inclusive workplace and organizational citizenship behavior: Study of a higher education institution, India.
Equality, Diversity and Inclusion: An International Journal.
Praveenadevi, D. & Girimurugan, B. (2019) Inclusive Organisational Culture- A Competing Strategy for Business Success, International Journal of Recent Technology and Engineering (IJRTE), Volume-8 Issue-4, November 2019
Qi L, Liu B, Wei X, Hu Y (2019) Impact of inclusive leadership on employee innovative behavior: Perceived organizational support as a mediator. Plos ONE 14(2):
e0212091. https://doi.org/10.1371/journal.pone.0212091
Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group & Organization Management, 31(2), 212-236.
Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces: A review and model. Human Resource Management Review, 28(2), 176-189.
http://dx.doi.org/10.1016/j.hrmr.2017.07.003
Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G.
(2011). Inclusion and diversity in work groups: A review and model for future research. Journal Of Management, 37(4), 1262-1289.
Tran, T. B. H., & Choi, S. B. (2019). Effects of inclusive leadership on organizational citizenship behavior: the mediating roles of organizational justice and learning culture. Journal Of Pacific Rim Psychology, 13.
Wasserman, I. C., Gallegos, P. V., & Ferdman, B. M. (2008). Dancing with resistance.
Diversity Resistance in Organizations, 175-200.
