The Critical Role of Workplace Inclusion in Fostering Innovation, Job Satisfaction, and Quality of Care in a Diverse Human Service Organization.

Rephrase and summarize the main points of the following paragraph:

" With increases in workforce diversity, human service leaders are recognizing the need to create inclusive workplaces. Yet little research exists about the influence of inclusion on innovation, job satisfaction, and perceived quality of care. Using a sample of 213 participants within 21 departmental units (10 employees on average) in a diverse human service organization, the authors performed multilevel path analysis. Results suggested significant relationships between inclusion and quality of care through increased innovation and job satisfaction. Findings indicate that to improve quality of care, leaders must strive to promote a climate of inclusion in human service organizations.

Implications and future research

Although nonprofit hospitals may be considered a unique subset of nonprofit human service providers, these organizations share similar characteristics with other kinds of nonprofit agencies in terms of 501(c)(3) status, struggling with scarce resources, dependence on governmental funding (e.g., Medicaid and Medicare), pressures to shift from nonprofit to for-profit thinking, struggles to implement electronic information systems, employee well-being, burnout and retention, leadership development and workforce diversity management (Gillingham, 2015; Hopkins et al., 2014; Mor Barak et al., 2016; Smith, 2015). Thus, findings from this study may be particularly useful for a variety of HSOs striving to improve workplace climates and outcomes (e.g., innovation, job satisfaction, and quality of care). Findings highlight workplace inclusion as a valuable avenue for increasing innovation and job satisfaction, which in turn improve perceived quality of care. Climate for inclusion creates an environment in which employees feel comfortable sharing their ideas, which may lead to improved climate for innovation (e.g., organizational procedures and processes, and creative and effective problem solving). Thus, human service leaders and managers who strive to increase feelings of inclusion among organizational members can help foster innovation and increase employee job satisfaction that can lead to improved quality of care.

Although research on this topic is limited, some evidence exists suggesting that human service leaders who seek others' input before making important decisions can help increase feelings of inclusion in their work groups and organizations (i.e., including others in decision making; Mor Barak et al., 2016; Nishii, 2013). In addition, human service leaders who seek the opinions of members from all professions and demonstrate that they value the perspectives of others regardless of their job titles, increase feelings of psychological safety and inclusiveness (Nembhard & Edmondson, 2006). For example, leaders who ask for the input of others before making critical decisions regarding budget cuts, and who express equal appreciation for ideas given from front-line service provides, middle managers, and higher level supervisors, can help every organizational member feel valued and appreciated as important members of the group (i.e., foster feelings of inclusion). Future research could strengthen this study by using longitudinal modeling to elucidate casual associations. In addition, research could replicate this study's findings, using more objective measures of quality, such as client outcomes. Further, multiple source methods should be conducted to confirm results found using self-report data (e.g., examining some of these findings using qualitative methods; Spector, 2006). Finally, future investigations can build on the current study by examining possible antecedents to creating an inclusive workplace (e.g., the role of organizational leadership) in diverse human service settings".