Exploring the challenges and solutions for cultivating an inclusive work environment in the energy sector in Zimbabwe

Abstract

The purpose of the study was to explore the challenges and strategies of cultivating and promoting inclusivity and diversity in the energy sector. Grounded in the interpretivist research paradigm, a qualitative approach was adopted specifically using descriptive multiple case study design. In-depth interviews were conducted from sixteen purposively selected participants from the energy industry in Chipinge district, Zimbabwe. Data was analyzed using the thematic data analysis technique.  The study found out that the work environment in the energy industry was partially inclusive. There is evidence of both success stories and challenges with regards to inclusivity in the energy sector. The main challenges faced by the energy sector in promoting inclusivity include resource inadequacies, unconscious biases, resistance to change, communication barriers, tokenism, lack of knowledge and commitment from managers, strategic misalignment, policy deficiency and gender disparities in leadership roles. The strategies that can be employed to cultivate an inclusive work environment are the development of comprehensive policies, cultural transformation through management training, deliberate inclusion in procurement and infrastructure design, regular employee surveys, inclusive leadership programs, and mentorship initiatives. The findings contribute to the broader discourse on fostering inclusivity in the workplace by equipping all stakeholders with full knowledge and understanding of inclusive workplace dynamics. The study also contributes to the body of knowledge by shedding light on the challenges faced by the energy sector and strategies for accelerating the embracing of inclusivity in the energy sector. Furthermore, the study adds to the underexplored discourse of diversity management in Southern Africa and brings a grounded qualitative voice to the broader literature.

Keywords: {'name': 'energy, inclusive workplace, organizational culture, diversity, workers.'}

Authors & affiliations

Dzidzai Muchakubvura
Affiliation not supplied

Takupiwa Nyanga
Affiliation not supplied

Matsidilso Nehemiah Naong
Affiliation not supplied

Deposited references

Supplied references, not a list of publications citing this article.

Adams, R. M., & Martinez, M. J. (2016). Gender diversity and firm performance: A meta-analysis. Journal of Applied Corporate Finance, 28(2), 23-31.

DOI: 10.1177/0253717620977000

Australian Human Rights Commission. (2018). Leading for change: A blueprint for cultural diversity and inclusive leadership.

Barak, M.E.M. (2022). Managing diversity: Toward a globally inclusive workplace. Sage Publications.

DOI: 10.1016/j.ridd.2016.02.015

DOI: 10.1037/sgd0000030

DOI: 10.1016/j.clinimag.2023.109987

DOI: 10.1021/acs.energyfuels.4c00727

DOI: 10.3389/fresc.2023.1125129

Cox, T. (2001). Creating an inclusive workplace: A framework for organizational change. Harvard Business Review, 79(8), 76-84.

Cranshaw K. (1989) Demarginalising the intersection of race and sex: A black feminist critique of anti-discrimination doctrine, feminist theory and antiracist politics.https://chicagounbound.uchicago.edu

Creswell, J. W., & Creswell, J. D. (2017). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. Sage Publications.

DOI: 10.3390/su14116728

Dixon-Fyle, S., Hunt, V., Dolan, K., & Prince, S. (2020). Diversity wins.

DOI: 10.1111/gwao.12574

Equality Challenge Unit. (2015). Race equality charter: Guidance for applicants and reviewers.

DOI: 10.1177/21582440241287667

European Commission. (2017). Tackling discrimination and promoting equality: Handbook on good practices.

European Institute for Gender Equality. (2019). Gender Equality Index: 2019 report.

DOI: 10.20474/jabs-9.3.2

Green, M. L., & Brown, R. C. (2018). Diversity and inclusion in the workplace: A systematic review of best practices. Equality, Diversity, and Inclusion, 37(4), 397-419.

DOI: 10.4018/979-8-3693-0972-8.ch020

Jones, P. W., & Kim, S. J. (2017). Understanding and managing unconscious bias in the workplace. Organizational Dynamics, 46(1), 11-19.

DOI: 10.20525/ijrbs.v12i2.2353

DOI: 10.33897/fujbe.v8i2.811

Kossinets, G., & Smith-Lovin, L. (2008). Social capital, support, and information seeking on Facebook: A multinational study. International Conference on Weblogs and Social Media (ICWSM) (pp. 102-110).

DOI: 10.4324/9781003445807-3

DOI: 10.1016/j.hrmr.2022.100930

DOI: 10.1007/978-3-030-62501-6_3

McKinsey & Company. (2020). Diversity wins: How inclusion matters.

DOI: 10.1007/978-3-319-29623-4_30

DOI: 10.3280/cgrds1-2023oa15792

DOI: 10.53894/ijirss.v6i2.1218

DOI: 10.53894/ijirss.v6i2.1218

DOI: 10.34190/icgr.7.1.2102

DOI: 10.24086/cuejhss.v6n1y2022.pp27-34

DOI: 10.24818/beman/2020.10.4-06

Ovans, A. (2018). The business multiple case for diversity is clear, so why is progress so slow? Harvard Business Review.

Parker, C., Scott, S., & Geddes, A. (2019). Snowball sampling. SAGE Research methods of foundations.

Peel, K.L. (2020). A beginner’s guide to applied educational research using thematic analysis. Practical Assessment, Research, and Evaluation 25 (1), 2.

Rani, S. V. F. (2023). Diversity and inclusion: strategies and metrics in modern human resource management. Confluence of curiosity, 156.

Ryan, A., & Oestreich, D. K. (2016). Driving inclusive leadership: Defining, measuring, and assessing organizational success. PricewaterhouseCoopers.

Schneider, B., & Smith, D. B. (2004). Rethinking the workplace: Diversity as an opportunity. The Academy of Management Review, 29(3), 305-327.

Smith, J. A. (2015). The impact of diversity and inclusion on organizational performance. Journal of Applied Psychology, 100(6), 1795-1818.

DOI: 10.1016/B978-1-84334-702-6.50006-X

Society for Human Resource Management. (2018). Inclusion starts with "I": How to build an inclusive workplace.

Stawiski, S. A., DeVito, A. J., & Zigarmi, D. (2010). Exploring the linkage between leaders' inclusiveness and their effectiveness: A reflection of leaders' approach to diversity. The Leadership & Organizational Development Journal, 31(4), 297-316.

Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin, & S. Worchel (Eds.), The social psychology of intergroup relations (33-37). Monterey, CA: Brooks/Cole.

United Nations Global Compact. (2018). Blueprint for Business Leadership on the SDGs.

DOI: 10.47814/ijssrr.v6i2.937