The key to Inclusion A qualitative case-study at the Dutch Central Government

dc.contributor.advisorEngen, M. van
dc.contributor.authorRenshof, Lieke
dc.description.abstractThe workforce is increasingly diversifying, causing organizations and scholars to investigate inclusion practices that improve organizational commitment and team cohesion, and prevent conflict. Although research has been conducted on inclusion practices, the key to successful implementation has not yet been determined. The purpose of this study was to gain insight in the orientation from which inclusion practices are implemented, and to determine the contribution of the inclusion practices to the organizational strategy on inclusion in the workplace. A qualitative case-study approach was used involving the Dutch Central Government, and semi-structured interviews were conducted involving employees concerned with either designing, executing and/or perceiving inclusion policy and practices. The findings showed that alignment between inclusion practices and organizational strategy was obstructed by lack of support from employees, the organizations size and the broad formulation of strategic goals. Based on the findings, it was concluded that the inclusion practices and organizational strategy are not convincingly aligned in the case of the Dutch Central Government. Therefore, practical recommendations were that organizations focus on increasing the support from employees, and formulate clear goals as part of the organizational strategy. Future research is needed to determine how support from employees can be increased.en_US
dc.thesis.facultyFaculteit der Managementwetenschappenen_US
dc.thesis.specialisationGender Equality, Diversity and Inclusion in Managementen_US
dc.thesis.studyprogrammeMaster Business Administrationen_US
dc.titleThe key to Inclusion A qualitative case-study at the Dutch Central Governmenten_US
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