Abstract

Inclusiveness nowadays is one of the main goals of many organizations. Literature showed its link with positive individuals’ workplace experiences. In the same vein, the social identity approach has been fruitfully applied to explain organizational dynamics. In the present paper, we try to connect these two strands of research by considering the perception of inclusive culture within the organization as a potential antecedent of organizational identification and, as a consequence, of reducing the negative experience of the workplace and increasing the workers’ well-being. In a cross-sectional study, 296 workers from different sectors reported their perceptions of organizational inclusive culture, organizational identification, perceived objectification, job satisfaction, and burnout. To test our hypotheses, we conducted a serial mediational analysis where inclusive culture was modeled as the antecedent, organizational identification and objectification as two sequential mediators, and well-being (in terms of job satisfaction and burnout) as the outcome. In line with our rationale, perceived inclusive culture impacted positively on workers’ well-being via organizational identification, which as a consequence reduced the negative effect of perceived objectification. To our knowledge, the present study is the first to examine the possible role of perceived inclusiveness as an antecedent of organizational identification and the subsequent spillover of this latter factor on employees’ well-being. This shows the potentially positive effect that inclusive culture and organizational identification might have on employees’ workplace experiences