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Impact Of Diversity and Inclusion Practice in Coffee Company In the U.K.

by (Name)

Institutional Affiliation

Course

Lecturer

Date
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Table of Contents

1.0. Introduction.......................................................................................................................3

1.1 Background.....................................................................................................................4

1.2 Problem Statement.........................................................................................................6

1.3. Aim of Study..................................................................................................................6

1.4 Research Objectives.......................................................................................................7

1.5. Research Question.........................................................................................................7

2.0. Literature Review..............................................................................................................8

2.1 Introduction....................................................................................................................8

2.2 Inclusion and Diversity Strategies................................................................................8

2.3. Attraction of Employees Based on Diversity and Inclusion....................................10

2.4 Signalling theory...........................................................................................................11

3.0. Research Methodology....................................................................................................13

3.1 Research design............................................................................................................13

3.2 Research Method..........................................................................................................13

3.3 Method of Data Collection...........................................................................................14

3.4. Type of Data Collected................................................................................................14

3.5 Data Analysis................................................................................................................14

3.6 Advantages of Research Survey..................................................................................15

4. Ethical Issues in Research.................................................................................................16

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1.0. Introduction

International awareness of discrimination, segregation, and racism is promoted everywhere to

eradicate the virtues within the community. The awareness advocates for total involvement

and acceptance of all people regardless of race, disability, or any other differentiating factor

to allow members to be involved in various activities. The most significant concern within

the business community has been inclusion and diversity within companies.

In this context, diversity refers to the unequal distribution of resources, opportunities, or

outcomes across different groups or populations. In a company context, diversity can exist

along various dimensions, such as race, ethnicity, gender, socioeconomic status, and

disabilities, where there is no significant equal representation of all community members

(Bush, 2021). By extension, disparities can define the limited opportunities for all parties,

unequal distribution of resources, and lack of availability of unique opportunities, such as for

people with disabilities within the organization's ranks (Hays-Thomas, 2022). A typical

example of institutional disparities is the differences in health service packages offered to

various workers despite being on the same job level or between different racial or ethnic

groups.

Inclusion, on the contrary, refers to equal representation and engagement of all parties within

the community to have an equal chance within the company’s operations. It refers to how

individuals from diverse backgrounds can participate in companies and benefit from their

outcomes (O’Donovan, 2018). Inclusion also means actively seeking out and including

individuals from diverse backgrounds in companies’ operations, ensuring that all

opportunities and extension programs are relevant and applicable to all populations (Hays-
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Thomas, 2022). Inclusion also means ensuring that the industrial process within the company

is accessible and accommodating to individuals with disabilities or other special needs.

Integration of the two concepts requires the development of a human resource that is

inclusive of the actual representation of the community’s population outlay, race and

ethnicity accommodation, gender inclusivity, and design of the operation to contain people

with special abilities (Grissom, 2018). Firms will likely exhibit inclusion or disparity in their

staff that significantly impacts their performance, attractiveness, social view, and acceptance

(Garg and Sangwan, 2021). This paper evaluates how effective an organization's commitment

to diversity and inclusion is on its perceived attractiveness and the job pursuit intentions of

potential applicants and performance outcomes. The focus will be on coffee factories in the

U.K.

1.1 Background

The culture of most companies is to employ a variety of individuals with a different ethical

and educational backgrounds creating diversity in the system. The government initiatives

have also stipulated the inclusion of a percentage of gender and disabled within the firm’s

organization (Goldberg et al., 2019). For instance, the Hampton-Alexander evaluation of the

number of women in companies’ management pushed for an increase to thirty percent by

2020 and has been advocated by the government since publishing the report in 2016 (ILO-

Women in Business Management, 2016). The strategies companies implement to aid in the

inclusion approach include evaluating merit to job positions based on credibility and

experience, specialization of positions to marginalized groups, and outreach and sourcing

programs to encourage working with the firm (Garg and Sangwan, 2021).
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The impact of these practices can be significant and far-reaching, affecting the workforce and

the organization's overall performance and bottom line. A firm engaging in the activities is

bought to accrue significant advantages from implementing the plan (Grissom, 2018).

Companies with diverse teams are more creative and innovative. Creativity is attributed to

people from different backgrounds bringing different perspectives, experiences, and ideas to

the development platform for the business (Salter and Migliaccio, 2019). Embracing diversity

also enhances the range of new individuals a company can tap into for better ideas and

approaches, leading to better problem-solving and more creative solutions (O’Donovan,

2018).

Consequently, diversity and inclusion increase employee engagement and retention due to

their resourcefulness and new ideas. Employees feel more valued and included in the

management and production and thus are more likely to be engaged and committed to their

work than seek alternative greener pastures (Ferdman and Deane, 2014). Valuing employees

leads to higher productivity levels, better customer service, and reduced turnover (Hays-

Thomas, 2022). Studies have indicated that companies prioritizing diversity and inclusion

tend to have happier and more satisfied employees, which can lead to a positive reputation

and better recruitment outcomes (Murphy, 2018).

Diverse teams bring a range of viewpoints and experiences to the decision-making process,

which can lead to better decision-making outcomes (Ferdman and Deane, 2014). The

advantage of diversity in the decision is a deeper understanding of different cultures,

perspectives, and market trends. Diversity and inclusion also encourage better handling of

customers and after-sale service (Rankin-Gomez, 2011). The diversity in employees ensures

compatibility of a customer and employee, then ensures the customer's experience is apt. It

can lead to increased market share and competitive advantage. By understanding the needs
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and preferences of diverse communities, companies can tailor their products and services to

meet these groups' needs better (Jonsen et al., 2021).

Companies that prioritize diversity and inclusion often have a positive public image. The

trend is attributed to proper customer management, customized products, and creativity

within the business enterprise (Kaur and Arora, 2020). It helps attract customers and

investors interested in supporting companies that share their values. Additionally, companies

seen as leaders in diversity and inclusion may be more attractive to job seekers, particularly

those who value diversity and inclusivity in their workplace (Salter and Migliaccio, 2019).

1.2 Problem Statement

Numerous research and valid findings have explored the concept of diversity and inclusion.

Preya Daya's (2014) paper on diversity and inclusion in an emerging market context

evaluates the various strategies companies focused on in inclusion in S.A. can improve the

effectiveness of their strategy. The report's findings indicate that diversity's effectiveness

depends on transforming the organization's structure, leadership, and recruitment process.

Hoang et al. (2022) evaluation of diversity and inclusion on the performance and social

perspective establishes that inclusion of other gender and races within the organization

structure does not increase social acceptance. The study findings also indicate that effective

diversity and inclusion depend on transformative leadership that minimizes resentment and

fosters a working environment (Hoang et al., 2022). The focus of the study is the emerging

trend concerning bias in the interview system. Basic information such as age, gender, sexual

orientation, nationality, ethnicity, religion, and pronouns creates a prejudice within the

employees backed up by stereotyping that limits an employer's judgment on selecting the

right employee. In addition, the studies evaluated for this paper need to address the impact of

the implemented strategies on the performance and attractiveness of an institution to

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applicants. The research aims to evaluate how effective an organization's commitment to

diversity and inclusion is on its perceived attractiveness and the job pursuit intentions of

potential applicants and performance outcomes. The aim is established through studying the

trends in coffee factories in the U.K. as a source of information.

1.3. Aim of Study

This study investigates the relationship between an organization's commitment to diversity

and inclusion and its impact on the attractiveness of positions among potential job applicants.

The research also aims to establish the influence of this commitment on job pursuit intentions

and performance outcomes.

1.4 Research Objectives

 To evaluate the effectiveness of inclusion strategies implemented by the coffee

factory in the U.K. on the worker's performance

 To determine the level of attraction of employees to a company based on the diversity

of the workforce

 To establish ways company management can increase employee diversity

 To establish an interview approach that does not solicit profiling or any chances of

bias

1.5. Research Question

1. How effective are the inclusion strategies implemented by the coffee factory in the

U.K. on the worker's performance?

2. What is the level of attraction of employees to a company based on the diversity of

the workforce?
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3. What are the established ways company management can increase employee

diversity?

4. Which are established interview approaches that do not solicit profiling or any

chances of bias?
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2.0. Literature Review

2.1 Introduction

Diversity and inclusion in the larger context are more focused on developing a work

environment that is all-inclusive of all members of society. The approach is to develop a

human resource that is gender inclusive, considers disability, and is fair to equal

representation of all ethnicity and races within the firm (Hoang et al., 2022). The inclusion

requires the firm to develop policies and work environment, ethics, and resource availability

that allow maximum engagement of all staff members in the production process (Jonsen et

al., 2021). Ethics is anticipated to be a binding factor in maintaining an accommodative work

environment that allows all members to thrive without bias or discrimination (Kaur and

Arora, 2020). The firm has employed various strategies to enhance diversity and inclusion,

significantly impacting its performance and level of attraction. At the same time, the concept

can be explained by the signaling theory.

2.2 Inclusion and Diversity Strategies

Companies have adopted various strategies to offer inclusion and diversity within their

human resources. The most common approach is gender and race diversity within the

workforce. According to Haong et al. (2022) study on inclusion and diversity in firms’

perception and organizational justice, the labor composition within various industries in the

twenty-first century includes more women, people of color, and people from diverse racial

and ethnic backgrounds. Inclusion is to minimize racism, avoid chauvinism and offer various

special groups in the community a chance to earn a living (Syed and Ozbilgin,

2019). Consequently, substantial companies decentralize their subbranches to various towns

and centers nationwide. Companies purposeful delocalize their production process to

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eliminate bias and use native in each station to give a sense of belonging (Fuentes et al.,

2021). According to Norbash and Kadom (2020), the study reveals that organizations have

also recognized that how well and efficiently these demographic workforce changes are

handled will impact how effectively and competitively they operate. The situation of

companies boosts morale to see through the company's success in various and an indicator of

economic growth (Mason, 2020).

In addition, the management of various companies has opted for targeted recruitment that

focuses on specific individuals suitable for the position within the firm. The specification is

laid on the gender, educational background, and locality of the job (Kang and Kaplan, 2019).

Dover et al. (2020) research on the unintended effects of diversity and inclusion establishes

that targeted requirements allow employee customization to fit the company’s requirements.

The strategy is usefully pooling tother different individuals with diverse skills and

backgrounds (Nishii et al., 2018).

Other organizations rely on various outreach programs, initiatives, and relations to scout for

employees that suit the company's profile. The approach eliminates convectional barriers

such as vetting, public announcements, and overapplication theatrics that limit the chance of

an employee obtaining a job (Nishii et al., 2018). Shore et al. (2018) state that companies

benefit from unrestricted employee access at zero cost. Employees can defend their capability

and contribution to the firm without limitations of the cooperative hiring process.

The approaches have ensured the collection of diverse members of a human resource and

management team that give an actual representation of the community. The inclusion process

gives advantages of diversity in ideas; however, the collection of such a diverse group

impacts applicant perception of the firm and influences the performance and recruitment

approach within the firm.

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2.3. Attraction of Employees Based on Diversity and Inclusion

The attraction of an applicant to a firm dependent on diversity and inclusion does not gauge

the level of qualification of the job but the relatively comfortable and conducive environment

for transitioning into the company culture (Celani, A. and Singh, 2011). Attraction, however,

influences their chances of acceptance, such as their enthusiasm to work in the company,

knowledge of the company, and their perceptions of the firm’s recruitment process.

Farndale's (2015) research establishes that attraction measures commitment and openness to

diversity and inclusion. According to Celani and Singh's (2011) research, job seekers can

measure employer attractiveness based on how attractive they find, which they will consider

the factors the organizations have put in place, i.e., their perception of the organization.

Understand how diversity and inclusion influence employee job pursuit intention.

Organizational attractiveness is "... an applicant's intention to pursue a job or to remain in the

applicant pool."(Cletus et al., 2018). Edden's (2022) research on diversity inclusion in job

statements establishes that the applicant's intention to seek a job is typically assessed early,

and the additional information, such as inclusion, increases attraction. The report highlights

the necessity for a company to establish a favorable first impression at the start of the

recruitment process.

To establish a relationship between diversity and inclusion strategies and (individual, team, or

corporate) performance outcomes. Organizations must reach out to a labor pool that is

becoming more diverse in order to compete for top talent (Perna, 2022). According to Behnke

et al. (2021), establishing a diverse workforce improves the chances of new workers

interacting with people of the same personality, enhancing the transition in the work

environment. It improves the company's public perception and elevates its employee

preference status (Edden, 2022).

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2.4 Signalling theory

Signaling theory is a framework in economics and social sciences that aims to explain how

individuals use signals to convey information to others, mainly when there is a lack of trust or

uncertainty (Bae et al., 2018). The theory suggests that individuals may use signals, such as

certain behaviors or characteristics, to communicate information about themselves to others

to establish their credibility or reputation (Lambert et al., 2019). Signaling theory originates

in the work of biologists and zoologists in the late 19th and early 20th centuries. In animal

behavior, researchers observed that animals often display specific characteristics or behaviors

that convey information to others of their species (Rao et al., 2018).

Economists Michael Spence and Joseph Stiglitz furthered signaling theory in business and

economics, who applied the insights to economics, developing a signaling model to explain

how education and job experience could signal an individual's ability or quality (McAndrew,

2021). The model suggested that individuals with higher ability or quality are more likely to

invest in education or job experience, which signals to employers that they are more valuable.

The primary focus of the signaling theory is the signal, sender, and recipient to evaluate to

determine the traits of successful signals (Rao et al., 2018). The theory in this context defines

the relationship between applicants or employees as the receiver, inclusion and diversity as

the message, and the company as the sender. The theory explains that the impact of

information dangling in the job advertisement attracts the most suitable employees to the

company. According to Wang (2013), "offers justifications for why job applicants are

attracted to apply for a position."

The signaling theory hypothesis is that frequent availability of information on the company’s

strategy can reinforce positive receivership of the company’s policy on diversity and

inclusion, which may improve the attraction of applicants and employees to the firm. The

foundation of signaling theory is that firm outsiders, such as applicants, need more
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information to appropriately assess a firm's open position because of information

asymmetries (Ng and Sears, 2020). Job seekers must consequently rely on "diffuse" features

to assess a company’s position and working conditions because they lack comprehensive

information about the company. By providing signals, businesses can "decrease information

asymmetry, which helps them attain their ultimate goal of positively influencing desired

outcomes" (Brannon, 2018).

The company’s approach is not limited to the public announcement but is the total

commitment to integrating diversity and inclusion into the recruitment and management

policies for the staff. According to the theory, effectively implementing support initiatives

like team building and fair requirements improves inclusion and working in unity (Jonsen et

al., 2021). Companies may implement initiatives to increase diversity, such as diversity

training or mentorship programs. These initiatives can signal that the company is taking

concrete steps to improve diversity and inclusion while acting as a guideline for the current

employees to follow suit (Bae et al., 2018).

In addition, companies that have diverse leadership teams are more committed to diversity

and inclusion. The gesture can signal that the company values diversity and is more likely to

have inclusive policies and practices (Buengeler et al., 2018). The leadership indicates

numerous changes that can be effectively made to shift the company's focus towards

inclusivity. The leadership acts as a direction and constant reminder of the company's

progress in that direction, thus the workers' compliance with the approach (Hunt et al., 2018).
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3.0. Research Methodology

3.1 Research design

The research design refers to a researcher's overall plan or strategy to answer a research

question or test a hypothesis. The framework or blueprint guides the entire research process,

from the initial research question to the data collection and analysis (Dannels, 2018). A

research design is crucial because it helps ensure that the research is valid and reliable. It

outlines the methodology, techniques, and tools used to collect and analyze data, as well as

the procedures that will be followed to ensure that the research is conducted ethically

(Sileyew, 2019).

3.2 Research Paradigm

The reasaerch will employ four aspect of reaserch paradigm. The first paradigm will focus on

the use primary data as the significant data type in the study. Data will be collected through

interviews, focus groups, and observations to gain an in-depth understanding of diversity and

inclusion practices in the coffee company.

The realism and positivsim paradigm will be ued in the research becuse it will focus on the

subjective experiences and perceptions of employees, managers, and customers regarding

diversity and inclusion practices in the coffee company. Understanding diversity and

inclusion practices in a coffee company in the U.K. depends on the individuals and groups

involved and their experiences, perceptions, and interpretations. Diversity and inclusion have

become increasingly important issues in the workplace the relevancy and practicality of

discussing the topic. As coffee companies in the U.K. are likely to employ people from

diverse backgrounds, it is essential to understand the impact of diversity and inclusion

practices on employees and the company's performance.

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Moreover, the reasilm pardigm will be used since the topic is particularly relevant in the

current social and political climate, where there is an increased awareness of diversity and

inclusion issues and their impact on workplace culture, employee wellbeing, and business

performance. Many coffee companies in the U.K. have already implemented diversity and

inclusion practices, and understanding their impact can help identify best practices and

inform policy and decision-making.

3.3 Research Method

The research will employ qualitative survey research. Qualitative survey research is a

research methodology that combines qualitative research techniques with the survey method

(Story and Tait, 2019). It involves collecting and analyzing data through open-ended survey

questions, which allow respondents to provide detailed and descriptive answers to the

research question (Braun et al., 2021).

The method is chosen for this research since the study is exploratory and seeks an in-depth

understanding of a particular population's attitudes, beliefs, behaviors, and experiences

(Braun et al., 2021). The approach will allow me to gather rich, detailed data on the subject

matter and explore the nuances of the participants' experiences and perspectives.

3.4. Sampling

Purposive sampling is a non-probability sampling method where participants are selected

based on specific criteria relevant to the research questions. For this study, the criteria may

include employees who have experienced diversity and inclusion practices in the coffee

company and managers who have implemented these practices. For research, 30 individuals

within two companies will be involved in the interview and survey.

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3.4 Method of Data Collection

In qualitative research, the survey questions are open-ended, meaning respondents are free to

provide answers in their own words rather than being restricted to predetermined options

(Small, 2021). The research will use online and social media surveys to gain responses due to

the faster response rate. The data collection will also benefit from interviewing various

employees within the two coffee companies. The individuals of significance will be the H.R.

officers and other lower-level employees for the interview. Integration of all three methods

will acquire adequate data to aid in accomplishing the research objectives.

3.5 Type of Data Collected

The collected data will discuss the inclusion strategies implemented by the company and the

duration the company has implemented them. The discussion will also include the impact of

the strategies on the number of employees increasing or decreasing over the period. The

survey will also assess the level of inclusion in the company, such as the composition of

employees in terms of race, ethnicity, origin, and disability. While on inclusion, the Hr will

be asked to comment on the distribution of job positions across various community groups

and adjustments made in the production process to accommodate people with disabilities.

The last line of questions will be on the recruitment approach and the modification done to

eliminate traits of bias or discrimination. The collected data will then be analyzed using

content analysis.

3.6 Data Analysis

The data collected is then analyzed using qualitative methods such as content analysis.

Content analysis is a research method used to analyze qualitative data that systematically

examines and interprets text, audio, video, or visual materials (Krippendorff, 2018). The
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content analysis aims to identify patterns, themes, and relationships within the data to draw

conclusions or make inferences about the topic.

To effectively classify and categorize data in an understandable format, the initial step would

involve the development of a coding scheme. This coding system needs to be established

before data analysis, as it serves as a means of summarizing opinions and perspectives in a

way that can be easily understood. The coding system would utilize a scale of 1 through 5 to

indicate the significance level of non-quantifiable elements. This process involves creating

various categories and subcategories that can be used to code the responses.

Establishing the coding system will allow for categorizing the data collected based on the

established procedure. The process will entail classification based on the responses' themes,

opinions, and patterns. The themes focused on will be defined by the project's purpose,

objectives, and by a percentage, the type of data collected. The categorized data can then be

analyzed by identifying patterns and comparing various parameters within the distinctive

companies. The analysis will require tabulation using graphs, and charts developed using

statistical methods. Interpretation of the results will involve compassion of the anticipated

results of the theory and assumptions in the development process to actual results. The

completion of the analysis will be marked by the development of comparative charts and

graphs that exhibit the trends established that will be discussed further in the subsequent

sections.

3.7 Advantages of Research Survey

Some advantages of qualitative survey research include gathering detailed data on the

research subject, the flexibility to modify the survey questions as the research progresses, and

the ability to gain insight into the participant's experiences and perspectives. However, some
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limitations of this approach include the potential for researcher bias in the analysis of the data

and the potential for low response rates due to the open-ended nature of the survey questions.

4. Ethical Issues in Research

During the research, ethical issues arise concerning participants and firms, including denial of

consent and privacy concerns. The firm may deny consent from fear of exposure to

recruitment ethics, thus the root of rejection. The refusal may be compounded by an

unorthodox method of recruitment that might be bought to light in the process, risking the

company's closure. To address this, I will obtain consent, explain the research purpose and

data use, and guarantee confidentiality. All company information collected will only be

limited to research purposes, and privacy will be maintained. All obtained information will be

stored per the regulatory requirement, and encryption will be added to ensure minimal

chances of data breach and theft.

To maintain privacy, personal data collected will be limited to age and gender in

questionnaires and interviews. Confidentiality will be upheld, and permission will be

obtained to comply with data retention and deletion policies. Denial and misinformation on

personal information will be addressed due to security concerns and public perception.

Privacy concerns will be minimized when collecting personal data such as income and

occupation. The company may also withhold information on its employment strategy and

progress in employment numbers. The purpose might be to avoid the fear of detection or

violation of laws which might put them at risk.

To eliminate bias and errors, the size of the population will be over fifty to compensate for

failed interviews and surveys in the process. I will also ensure that prejudice and perception

of various theories and thought on the topic are demystified before an interview. I will also
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undertake personal relation tutorials and classes to ensure the interaction with staff and other

individuals is professional and illustrates utmost respect. All preparations will be made before

the data collection, consent will be acquired early enough, and time and location will be

booked and double-checked.

Feb March April May June July Aug Sept

Formulation of research
topic
 Definition of the
terms
 Formulation of
objectives
Identification research
gap
 Evaluations of
past literature
 Establishing the
significance of
the research
 Formulation of
research
questions
Developing of
Literature Review
Formation of research
methodology
 Determine the
type of data to
collect
 Determine the
correct method
of collection
 Evaluation of
the correct
method of
analysis for the
data

Compiling a research
Proposal
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