| Abstract [eng] |
Modern global economy stresses the importance of diversity. Controlled cultural diversity has positive impact on an organisation, whose members include culturally diverse employees helping attain a competitive advantage. Due to the immigration, gender and cultural differences employees experience prejudice, discrimination or even abuse at work. Inclusive working environment helps culturally diverse employees feel a part of the organisation, be heard and strive for common goals. Object of the paper – preconditions for forming an inclusive working environment. Subject of the paper – preconditions for forming an inclusive working environment in Lithuanian production companies in the context of cultural diversity. Objective of the paper is to reveal the preconditions for forming an inclusive working environment in the context of cultural diversity. To attain the objective, the following goals were set: analysing the concepts of cultural diversity and its management; analysing the models for the management of cultural diversity and its dimensions; defining the concept of inclusive environment; revealing the preconditions for and levels of forming an inclusive working environment; assessing empirically the preconditions for forming an inclusive working environment in the context of cultural diversity. Methods that helped to attain the goals included scientific literature analysis, interview, questionnaire survey and statistical data analysis. Scientific literature analysis revealed that cultural diversity management helps an organisation remain competitive in the market and enriches the team with different approaches and abilities, which in turn help solving the arising problems and adopting suitable decisions. Cultural diversity of employees prevailing in an organisation supposes the need to create inclusive working environment where they can feel safe, openly express their ideas and opinions, and are appreciated for their contribution as well as feel part of the processes occurring within the organisation. The empirical research revealed that employees of production companies try to respect and understand the values and attitudes of peers from other cultures, and to assess the effect of their actions on otherness. The research showed that the majority of employees believe that people from different cultures should adapt to the behaviour acceptable to the majority without renouncing their cultural identity. Moreover, managers and employees hold preconceived notions: in performance assessment, managers are swayed by gender, age or nationality. In companies under research, managers realise that inclusive working environment is formed by diversity of attitudes, cooperation, inclusion of staff in organisational activities, motivation, and equal treatment; however, they are not fully involved in creating it. |
