Enhancing Productivity Through Diversity, Inclusion, and Wellbeing

This essay examines the critical need for businesses to integrate diversity and inclusion into their employee wellbeing initiatives. It highlights how operational prejudice and biases can negatively affect employee performance, productivity, and efficiency. The essay emphasizes that employee wellbeing initiatives should prioritize the inclusion of diverse employees to foster motivation, value, and comfort in their roles, which in turn enhances organizational productivity and innovation. It also addresses the importance of eliminating biases in organizational policies, rewards, and promotions to improve organizational culture, employee motivation, and job satisfaction, ultimately reducing turnover rates. The conclusion reinforces that implementing employee wellbeing programs that embrace diversity and inclusion and ensure fair treatment is highly beneficial for increasing productivity and innovation capabilities within business organizations.

Essay

Table of Contents
INTRODUCTION...........................................................................................................................4
MAIN BODY..................................................................................................................................4
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
This report assesses the need for businesses to consider inclusion and diversity of
employees in their employee wellbeing initiative and the adverse effects that operational
prejudice and biases can have on employee’s performance, productivity and efficiency.
MAIN BODY
Employee Wellbeing is a strategic business initiative performed by a business’s Human
Resource Management department with the intention to providing employees with standardised,
appropriate and relevant tools and working environment so that they can perform at optimum
levels with efficiency while being motivated and satisfied (Hakanen, Peeters and Schaufeli,
(2018)). While these objectives of employee wellbeing are important to a business organisation
in maintain the performance and morale of their workforce, businesses often forget the
importance of inclusion and diversity of their employees as a means to increase their operational
productivity and profitability.
Business’ employee wellbeing initiatives should always try to include the diverse
employees into their organisational culture and functions as this is a key metric to making them
feel motivated, valued and comfortable in their operational job (Guest, (2017)). This would also
help the business’s productivity and innovation capabilities as diverse employees bring with
them unique professional and cultural experience which their existing workforce may lack.
Employee wellbeing should also focus on eliminating any operational prejudices and
biases in relation to adherence to organisational policies, rewards and promotions as these have
immensely negative influence on organisational culture, employee motivation and job

satisfaction levels, which directly results in less productivity and higher turnover rates for the
business.
CONCLUSION
Based on this report, it can be concluded that proper and effective implementation of
employee wellbeing which takes into account the inclusion and diversity of employees and
encourages fair and equal treatment of all employees is highly beneficial to business
organisations in increasing their productivity and innovation capabilities.

REFERENCES
Books and Journals
Guest, D. E. (2017). Human resource management and employee well‐being: Towards a new
analytic framework. Human Resource Management Journal. 27(1). 22-38.
Hakanen, J. J., Peeters, M. C., & Schaufeli, W. B. (2018). Different types of employee well-
being across time and their relationships with job crafting. Journal of occupational
health psychology. 23(2). 289.