THE ROLE OF HUMAN RESOURCE MANAGEMENT PRACTICES

IN CREATING AN INCLUSIVE WORKPLACE: CASE OF

STATISTICS BOTSWANA

Department of Management
Faculty of Business
2023/24
Semester 1

DISSERTATION
DECLARATION

ii
ACKNOWLEDGEMENTS

iii
EXECUTIVE SUMMARY

iv
 TABLE OF CONTENTS
Declaration i
Acknowledgementsi
Executive summarry
Table of contents
1.0 Chapter 1 ......................................................................................................................................
1.1 Introduction..................................................................................................................................
1.2 Background of the organisation.................................................................................................
1.3 Statement of the problem.............................................................................................................
1.4 Theoretical perspective...............................................................................................................
1.5 Research objectives.....................................................................................................................
1.6 Significance and relevance of the study......................................................................................
1.7 Scope of the study.........................................................................................................................
1.8 Research roadmap........................................................................................................................
1.9 Conclusion.....................................................................................................................................
2.0 Literature review........................................................................................................................
2.1 Theoretical Frameworks on Inclusive HRM...........................................................................
2.2 HRM Practices for Inclusivity..................................................................................................
2.2.1 Human Resource Planning.......................................................................................................
2.2.2 Recruitment and selection........................................................................................................
2.2.3 Onboarding/induction...............................................................................................................
2.2.4 Performance Management........................................................................................................
2.2.5 Training and development........................................................................................................
2.2.6 Compensation and benefits........................................................................................................
2.2.7 Career and succession planning.................................................................................................
2.2.8 Work-life balance......................................................................................................................
2.2.9 Equal employment opportunities.............................................................................................
2.2.10 Workplace Health & safety....................................................................................................
2.3 Benefits of inclusive HRM........................................................................................................
2.4 Challenges in implementing inclusive HRM Practices..........................................................
3.0 Research Methodology...............................................................................................................
3.1 Introduction................................................................................................................................
3.2 Overview of the methodology - Saunders Onion.....................................................................
3.3 Research Philosophies................................................................................................................

v
3.3.1 Positivism.................................................................................................................................
3.3.2 Interpretivism...........................................................................................................................
3.3.3 Realism.....................................................................................................................................
3.3.4 Pragmatism...............................................................................................................................
3.4 Research Approach
3.5 Research Strategy
3.6 Research Choices
3.7 Research Time Zones4
3.8 Data Collection Methods and Tools
3.8.1 Primary data
3.8.2 Secondary data
3.9 Ethical consideration
3.10 Conclusion
4.0. Data Analysis
4.1 data analysis 1
4.2.1 Analysis data 2

vi
 CHAPTER 1

1.1 Introduction

Human Resources Management (HRM) is an inevitable component of an organization that

aims, with an application of a series of activities, to manage people and works towards
desired ends (Papalexandri and Bourantas, 2002). The importance of human resource to every
organization cannot be denied. It becomes the backbone and the pillar of any successful
organization. The organisation and employees’ success depends heavily on human resource
management, regardless of the sector or size of the organisation (Rakowska, 2014).
Managing employees in the organization is not an easy thing because employees are viewed
as a key resource that can attain competitive advantage (Barney J. , 1991). The Functions of
HRM are to improve the value of leadership potential, top talent, employee retention rate,
organiszational goals, and its long-term manageability at a higher maturity level than the one
currently in place (Dessler, 2013).

The effective management of human resources requires sound HRM systems. To develop a
sound HRM system, the organization should have effective HRM practices. According to
Schuler and Jackson (1987) HRM practices refer to organizational activities directed at
managing the pool of human resources and ensuring that the resources are employed towards
the fulfillment of organizational goals. HRM practices may differ from one organization to
another and from one country to another. HR practices have a significant impact on vital
issues in organizations such as turnover, productivity, job satisfaction, employee
commitment, market share, as well as real and perceived financial performance (Wright and
Snell, 1991).

Inclusivity includes understanding and celebrating differences, whether it is race, gender,

religion, or sexual orientation, and creating a safe space for all employees to share their
unique perspectives (Lalonde, 2011). Apart from the moral obligation of treating everyone
with dignity and respect, inclusivity promotes better decision-making, organizational
performance and employee well-being. It can lead to a decrease in absenteeism, an increase
in employee loyalty, and improved customer satisfaction. The benefits can be seen across all
levels and fields in an organization.

An inclusive workplace is one in which employees can be themselves, feel part of the
organization, feel psychologically safe, feel respected and valued, and are taken seriously. An
inclusive workplace fosters a diverse workforce and promotes a culture of belonging, where
every employee can contribute their unique perspectives and talents to the organization's
success (Norman and Johnson, 2022).

HRM plays a central role in creating an inclusive workplace culture that is welcoming by
developing and implementing strategies, policies, initiatives and practices that foster
diversity, equity, and a sense of belonging among employees. This is evidenced through
recruitment and hiring processes that are fair and unbiased, training and development
programs that are diverse and inclusive, enforcing equal employment opportunities,
promoting a culture of respect and acceptance throughout the organization, accommodating
employees’ diverse needs, providing benefits and work-life balance initiatives, monitoring,
and regular assessments to identify areas for improvement and adjust strategies to make the
workplace more inclusive for all employees.

By embracing an inclusive approach, organizations can reap the benefits of increased

employee engagement, productivity, and innovation, ultimately leading to improved
organisational performance and success. The efforts and strategies put into place by HR to
promote inclusion should be ongoing. It is an investment that pays off in the long run, as an
inclusive workplace will provide a sense of belonging and foster creativity. Ultimately,
promoting inclusion will lead to greater success and growth for an organization.

1.2 Background of the Organization

Statistics Botswana (SB) started off as a government department called Central Statistics
Office (CSO) in 1967. In 2012 it was transformed into a parastatal called Statistics Botswana
under the Ministry of Finance. The autonomy of the organisation was recognized under the
Statistics Act of 2009, repealing the archaic 1967 Act, under which Central Statistics Office
was formed. The mandate of SB is to collect, process, analyze and disseminate official
statistics in all sectors, advice the government and other key agencies on policies and
procedures relating to statistics, conduct statutory surveys and projects, develop, and maintain
a national database to facilitate statistical analysis and coordinate the National Statistical
System (NSS) to allow its stakeholder to formulate, plan and make decisions (Statistics
Botswana, 2023).

2
Statistics Botswana conducts the Population and Housing Census (PHC) within the
jurisdiction of two key legal instruments being Census Act (Cap 17:02) of 1904 and Statistics
Act (Cap 17:01) of 2009. The legal instruments stipulates that the census population of
Botswana should be carried out every 10 years and any other censuses and surveys as it is
determined or necessary. The latest PHC was conducted in 2022. Data is collected through
various methods. The primary methods used by Statistics Botswana include questionnaires,
face to face interviews, online interviews and desktop data collection. Survey and census data
update the demographic, social and economic data to support national development activities.
Economic surveys are conducted monthly, quarterly, and yearly. They cover selected sectors
of the country’s economy and supplement the economic census with more-frequent
information about the dynamic economy. These surveys produce publications that are shared
in public domains for all to be informed (Statistics Botswana, 2023).

SB has its headquarters in Gaborone, one regional office in Francistown and two satellite
offices in Maun and Ghanzi. SB have seven directorates. The Directorate of Economic
Statistics is responsible for compiling and analyzing economic statistics. The data produced
by the Directorate provides a picture of the nation's macroeconomic situation, which is
essential for directing economic policy and decision-making. Additionally, the directorate
counsels many parties on issues pertaining to economic statistics, including research. The
Directorate of Socio- Demographics Statistics oversees gathering and analyzing various
statistics pertaining to its subject matter via administrative data sources and by conducting
recurring household-based surveys and censuses. The directorate carries out its duty through
three divisions, each of which oversees producing indicators, analyzing sector-specific
information, and publishing related statistical reports (Statistics Botswana, 2023).

The Directorate of Standards, Methods and Information Systems oversees divisions

coordinating the following support services for the organization and stakeholders. In addition
to creating frameworks that the National Statistical System (NSS) can use, the directorate
oversee offering technical assistance and direction on a variety of topics related to the
statistical value chain, such as coordinating all business and household data collection
activities for administrative data, censuses, and surveys. The directorate has four divisions,
with each playing a specific role in coordinating efforts to provide fast, dependable, high-
quality data analysis to support investment and evidence-based decision making (Statistics
Botswana, 2023).

3
The Directorate of Stakeholder Relations coordinates relationships with customers on a local
and global scale by offering services in the areas of communication, documentation and
distribution, user support, library services, National Statistical System (NSS) coordination,
and handling external relations issues. Because of these support services, there is a greater
need and awareness for statistical data that is used in planning, decision-making, and policy
formulation. The expansion of official statistical production on a national scale depends on a
variety of frameworks, such as the National Strategy for the Development of Statistics
(NSDS), which was locally adapted as the Botswana Strategy for the Development of
Statistics (BSDS), as well as various operational policies, strategies, and guidelines aimed at
strengthening NSS coordination and collaboration mechanisms and user-targeted mechanisms
(Statistics Botswana, 2023). The Directorates uses two divisions to carry out its duty, being
Communication, Dissemination and Documentation division and National Statistics System
and External Relations division.

Statistics Botswana is dedicated to upholding the fundamentals of sound corporate

governance practises because it understands the importance of having sufficient and efficient
control mechanisms. The Directorate of Internal Audit, which has established certain
procedures to make it easier for conformity to the intended international standards, performs
this duty (Statistics Botswana, 2023). This independent internal audit function is available to
guarantee that risk, governance, and internal control procedures are in place and operating
efficiently.

The Board receives comprehensive direction on carrying out its duties from the Legal
Advisor and Board Secretary Directorate. The Board Secretary serves as the primary resource
for information and guidance on ethical and good governance issues for the Board and
Statistics Botswana. Furthermore, the Board Secretary guarantees that the Board's and its
committees' actions and matters are carried out correctly in compliance with the 2009
Statistics Act (Statistics Botswana, 2023).

Lastly the directorate of Corporate Services is in charge of creating supporting frameworks,

strategies, and guidelines aimed at ensuring the organisation operates effectively and
addressing issues pertaining to the welfare of its employees, as well as supporting the various
value chain activities of the organisation(Statistics Botswana, 2023). The directorate has five
divisions being Finance,Procurement, Records Management,Information Technology, HR
and Administration. The HR division is responsible for all HR operations among others

4
hiring employees, managing employees’ benefits, and overseeing performance management.
SB uses technology to improve some of its processes such as online recruitment where all the
hiring process is done virtually, and the use of Performance Management Systems tools as
well as employee management systems such as Sage HR and Employee Self Service portal.

1.3 Statement of the problem

Despite the growing emphasis on inclusion in the workplace, there is a need to

comprehensively investigate and understand the precise role of HRM Practices in creating an
inclusive workplace environment. There are some obstacles that make carrying out
inclusivity challenging. Unconscious bias stands as one of the main challenges. Biases can be
subtly formed in the mind without people realizing it. Employees with the best of intentions
are not immune to this. The absence of diversity presents another obstacle to inclusivity. Lack
of diversity in the workforce might foster groupthink in an organisation. This is due, in part,
to the fact that working with those who hold similar beliefs and values is simpler than doing
so with those who do not. Implementing diversity and inclusion in the workplace can be a
difficult endeavour due to resistance to change. Since most people find change difficult, they
want to stay with what they know. To worsen the situation trying to change an organizational
culture that has been set for years can seem impossible.

This research aims to explore the strategies, policies, and practices employed by HRM in
Statistics Botswana, their impact on inclusion, and the challenges they encounter. By
examining the multifaceted aspects of HRM practices' role in creating an inclusive
workplace, this study seeks to provide valuable insights into how HRM can effectively
contribute to the promotion of inclusion within Statistics Botswana, ultimately benefiting
employees, the organization, and society at large.

1.4 Theoretical Perspective

In today's workplace, Human Resource Management (HRM) and inclusivity are closely
related concepts as organisations strive to establish diverse and inclusive cultures that
promote the contributions and well-being of all employees. Several theoretical frameworks
are crucial to comprehending how HRM and inclusivity interact:

Social Identity Theory: This theory, developed by Henri Tajfel and John Turner, suggests

5
that people categorize themselves and others into various social groups based on shared
characteristics (Tajfel and Turner, 2004). In HRM, understanding social identity theory can
help organizations recognize the impact of social categories (e.g., gender, race, age) on
employees' experiences and interactions (Hogg, 2016). HR practices should aim to minimize
biases and support employees regardless of their social identities (Ashforth and Mael,1989).

Critical Theory: Critical theory examines power dynamics and social inequalities within
organizations. In the context of HRM, critical theory encourages organizations to identify and
challenge oppressive structures and practices that perpetuate discrimination and exclusion
(Peltonen, et al, 2012).

Resource-Based View (RBV): This framework suggests that an organizations human

resources are a source of competitive advantage. Inclusivity in HRM can be viewed through
the RBV lens, as diversity and inclusion can provide a competitive edge by fostering
innovation, improving employee morale, and attracting diverse talent (Saa-Perez and Garcia-
Falcon, 2002)

Institutional Theory: This theory emphasizes the influence of societal norms and
institutional pressures on organizations. Inclusive HRM can be seen as an organizational
response to external pressures to align with societal values related to diversity and inclusivity
(Lewis, et al, 2019).

Stakeholder Theory: Stakeholder theory posits that organizations have a responsibility to

consider the interests of various stakeholders, including employees. Inclusive HRM
recognizes that diverse employees have unique needs and perspectives, and it aims to fulfill
their interests while creating a more equitable work environment (Greenwood, 2002).

These theoretical frameworks can guide organizations such as Statistics Botswana in

developing HRM strategies and practices that promote inclusivity in the workplace. By
understanding and integrating these theories, HR professionals can contribute to a more
inclusive and supportive organizational culture

1.5 Research Objectives

The basic aim of this study is to analyze the role of HRM Practices in creating an inclusive
workplace at Statistics Botswana. More specifically, the objectives of this study are to;
 Establish which Human Resources practices has Statistics Botswana adopted

6
  Determine the benefits of inclusive Human Resources Management practices that
Statistics Botswana can gain
 investigate the challenges faced by Statistics Botswana Human Resources
professionals in implementing inclusive HRM practices
 Assess the key strategies used by the Statistics Botswana HRM to promote inclusion

1.6 Significance and relevance of the study

Analyzing the role of HRM Practices in creating an inclusive workplace environment is a

significant and relevant research topic with several key implications and benefits. Here are
some of the main reasons why this study is important:

Creating an inclusive work environment is critical to drawing and retaining a diverse talent
pool in an increasingly globalized and diverse workforce. HRM is essential to developing
strategies, procedures, and policies that promote inclusivity. Moreover, elite talent is drawn to
organizations that prioritize inclusiveness in today's competitive job market. Furthermore, to
ensure legal compliance with anti-discrimination laws and regulations, it is crucial to
comprehend how HRM supports an inclusive workplace. Organizations that fail to foster
inclusive environments risk legal repercussions and reputational harm. Employees from all
backgrounds feel a sense of belonging in an inclusive workplace. Higher retention rates result
from employees being more engaged, content, and productive when HRM practices foster
inclusion hence workplace conflict and turnover are typically lower in inclusive settings, and
a more harmonious workplace can result from HRM practices that address concerns with
bias, discrimination, and harassment. Inclusivity supports employees' psychological well-
being. Employee tension, worry, and feelings of exclusion are less likely to occur when they
feel appreciated and involved. Mental health is key for employee’s productivity.

Workplaces with an inclusive culture tend to be more creative and inventive. HRM may
promote diversity in teams and foster a culture that values many viewpoints, which can result
in the development of fresh concepts and solutions. Inclusion-focused organizations
frequently have a competitive advantage. They have greater access to a talent pool, are better
able to service a variety of clientele, and are better able to respond to changes in the global
market. Corporate Social Responsibility and ethical business practices are becoming more
and more important to many organizations. An organization's reputation can be improved by

7
having an inclusive workplace, which is perceived as making a beneficial contribution to
society. Lastly, an organization's ability to succeed over the long run depends on its
inclusiveness. HRM's role in establishing the organization's culture and values may have a
big impact on its success.

In conclusion the analysis of HRM Practices' in creating an inclusive workplace is important

because it affects an organization's competitiveness, legal compliance, and long-term
sustainability in addition to having a direct impact on the health and contentment of its
employees. Understanding how HRM practices can contribute to inclusivity is indispensable
for both academic research and real-world corporate applications.

1.7 Scope of the study

This study attempts to analyse the role of HRM Practices in creating an inclusive workplace
at Statistics Botswana. Statistics Botswana has headquarters in Gaborone, regional office in
Francistown and two satellite offices in Maun and Ghanzi with a total staff complement of
more than 300 employees. The HRM Practices that the study will analyse include human
resource planning, recruitment and selection, induction, performance management, training
and development, compensation and benefits, succession planning, equal employment
opportunities, workplace health and safety as well as work -life balance. The study will
analyse these HRM Practices by looking at recent developments in HRM and inclusivity and
analysing historical trends to understand the evolution of HRM practices. The dimensions of
inclusivity that the study is considering, include gender, race, age, disability, skills,
backgrounds, sexual orientations, and other differences that make one unique.

A mixed research methods will be used to draw on the strengths of both quantitative and
qualitative research methods, and to address research question fully. Data collections tools
that will be used include interviews, questionnaires, focus groups, and a review of existing
HRM policies and practices. The study will not be limited to a specific geographic location as
a sampling instrument will be used to randomly select employees across all the Statistics
Botswana offices. The participants that will be involved in the study include HR
professionals, employees and management. These participants will be selected randomly
depending on the specific outcome that I will be testing.

8
The expected outcomes of the study on the role of Human Resource Management (HRM)
practices in creating an inclusive workplace at Statistics Botswana include:

1. Identification of Inclusive HRM Practices: The study should provide a clear

understanding of the HRM practices that contribute to fostering inclusivity within the
workplace.
2. Assessment of Benefits of Inclusivity: The aim is to gauge the perceptions of
employees at Statistics Botswana regarding the inclusiveness of HRM practices and
explore how inclusive HRM practices can be beneficial to Statistics Botswana.

3. Identification of Challenges: The research should highlight any challenges or barriers

to creating an inclusive workplace at Statistics Botswana. This information is crucial
for developing strategies to overcome obstacles and enhance inclusivity.

4. Recommendations for Improvement: Based on the findings, the study will provide
practical recommendations for improving HRM practices to further enhance
inclusivity. This might include suggestions for policy changes, training programs, or
structural adjustments.
These expected outcomes can serve as a foundation for understanding the current state of
inclusivity within Statistics Botswana and guide future initiatives for improvement.

1.8 Research roadmap

This paper continues with a literature review on Human resource management practices and
inclusion in Chapter 2. Chapter 3 reviews the background in research methodology adapted
with reference made to Saunders Onion and justifications of the elements employed for this
research. Chapter 4 contains the analysis of the findings, followed by the conclusion and
recommendations in chapter 5.

1.9 Conclusion

The objective of this chapter was to place the research study in perspective by providing an
introduction to the study and stating the main aim and the strategic objectives. The
background of the organisation provides the evolution of Statistics Botswana to current date.

9
Chapter 2 provides critical literature review about how the HRM Practices could play an
important role in creating inclusive workplace by developing and implementing strategies,
policies and initiatives that foster inclusivity.

CHAPTER 2 LITERATURE REVIEW

2.1 Introduction

HRM practices are the primary means by which organisations can influence and shape the
skills, attitudes, and behaviour of individuals to do their work and thus achieve organizational
goals (Martinsons, 1995). HR practices are designed to improve the knowledge, skills and
abilities of employees, boost their motivation, minimize or eliminate loitering on the job and
enhance the retention of valuable employees.

As described in the introduction, an inclusive workplace could have different effects on

employee and organisation ‘s performance. In addition, HRM could play an important role in
creating inclusive workplace by developing and implementing strategies, policies, and
initiatives that foster inclusivity and a sense of belonging among employees. In the following
sections, this will be further explained through a critical literature review.

2.2 Theoretical frameworks on inclusive HRM

A theoretical perspective on inclusive Human Resource Management (HRM) practices is

essential for understanding and implementing strategies that promote diversity, equity, and
inclusion within organizations. Several theoretical frameworks can be applied to analyze and
guide inclusive HRM practices. Here are a few key theoretical perspectives.

2.2.1 Social Identity Theory

Social Identity Theory (SIT) is a psychological theory that explores how individuals
categorize themselves and others into social groups based on shared characteristics, leading
to a sense of social identity and intergroup behaviour (Tajfel and Turner, 2004). SIT is

10
particularly relevant in understanding how individuals derive a sense of self and belonging
from their group memberships and how this influences their attitudes and behaviours toward
members of other groups (Cho et al, 2013).

According to Tajfel and Turner (2004) the key concepts of SIT are social categorization
where people tend to categorize themselves and others into various social groups based on
shared characteristics, such as race, ethnicity, nationality, religion, gender, or other criteria.
Social identity where individuals derive a part of their self-concept from their membership in
particular social groups. This social identity contributes to a sense of belonging and self-
esteem associated with the group. Ingroup and outgroup where SIT emphasizes the
distinction between the "ingroup" (the group to which an individual belongs) and the
"outgroup" (groups to which the individual does not belong). This categorization can lead to
the development of biases and favouritism towards the ingroup and prejudice or
discrimination against the outgroup.

Tajfel and Turner (2004) posits that social comparison where people engage in social
comparison processes, comparing their own group favourably to others. This comparison
serves to enhance the perceived positivity of one's ingroup and maintain a positive social
identity. Intergroup behaviour where SIT explores how social identity influences intergroup
behaviour, such as cooperation, competition, or conflict between different groups. Factors
like perceived threats, competition for resources, or social norms can impact intergroup
dynamics. Lastly Tajfel's Minimal Group Paradigm where Tajfel and Turner conducted
experiments, known as the Minimal Group Paradigm, to demonstrate that even minimal and
arbitrary group distinctions (e.g., assigning individuals to groups based on their preference
for certain paintings) could lead to ingroup favouritism and outgroup discrimination (Gould-
Williams & Davies, 2005).

In the context of inclusivity, SIT can be applied to understand both the positive and negative
aspects of group dynamics and how they influence inclusivity. According to Prati et al (2021)
SIT suggests that individuals tend to favour their own social group (in-group) over others
(out-groups). This in-group bias can contribute to exclusionary behaviour and hinder
inclusivity. To promote inclusivity, it is essential to recognize and challenge in-group bias by
fostering positive intergroup relations. Dobusch (2021) states that people tend to categorize
themselves and others into social groups based on various attributes such as race, ethnicity,

11
gender, religion, or shared interests. Inclusivity efforts should aim to transcend these
categorizations and emphasize common humanity to reduce the barriers between different
groups.

According to Brewer (1991) SIT proposes that individuals compare their own group with
other groups, often leading to a positive bias toward their group. This can contribute to
feelings of superiority or inferiority. Inclusivity initiatives should encourage a positive and
cooperative approach to intergroup comparisons, focusing on shared goals and values.
Strengthening in-group identification can enhance a sense of belonging and well-being, but it
can also contribute to exclusivity (Dobusch, 2021). To foster inclusivity, efforts should focus
on expanding the definition of the in-group to be more inclusive and accommodating of
diversity. Tajfel & Turner (2010) states that SIT recognizes that intergroup conflicts can arise
from the competition for resources, power, or perceived threat to one's social identity.
Strategies to manage and resolve conflicts are crucial for promoting inclusivity.

Figure 1 Social Identity Theory

12
Adapted from Rabbie, et al, (1989)

To enhance inclusivity based on Social Identity Theory HR Professionals should emphasize

shared goals and interests that transcend social categories. By focusing on commonalities,
groups can collaborate, and work together effectively moreover encourage positive
interactions between diverse groups to reduce stereotypes and prejudices. Positive
experiences can lead to more inclusive attitudes and behaviours (Gunderson, 2022). HR
Professionals should encourage individuals to see beyond social categories and recognize the
unique qualities of each person. This approach minimizes the impact of social categorization
on intergroup dynamics and introduce superordinate goals that require collaboration between
groups. These goals should be compelling enough to override intergroup conflicts and
promote inclusivity (Hogg, 2016).

2.2.2 Critical Theory

13
Critical theory is a philosophical and sociological approach that seeks to examine and
challenge the existing power structures and social inequalities. It emerged from the Frankfurt
School in the 20th century and emphasizes the role of ideology, culture, and power in shaping
social structures (Bohman, 2005). Critical theorists aim to uncover and critique oppressive
systems, advocating for social justice and emancipation. It is characterized by its emphasis on
examining and critiquing societal structures, power dynamics, and cultural norms, with a
focus on understanding and challenging systems of oppression (Bohman, 2005).

Figure 2 Critical Theory

Adapted from Kellner (1990)

Prominent figures associated with critical theory include Max Horkheimer, Theodor Adorno,
Herbert Marcuse, Walter Benjamin, Jürgen Habermas, and Michel Foucault. While critical
theory has evolved over time and branched into various subfields, it remains a significant
framework for understanding and challenging social issues. Critical theorists analyze power
structures in society, including how they are established, maintained, and perpetuated. This
includes exploring the ways in which power is distributed and the impact it has on various
social (Bohman, 2005). Critical theory often draws on insights from various disciplines, such
as sociology, philosophy, psychology, literature, and cultural studies. This interdisciplinary

14
approach allows for a more comprehensive understanding of complex social issues. Critical
theory is closely associated with a commitment to social justice. Scholars within this tradition
are often concerned with addressing inequality, discrimination, and social injustice. The goal
is to bring about positive social change and liberation for marginalized groups (Devetak,
2013).

Critical theorists engage in a hermeneutics of suspicion, which involves questioning and

challenging taken-for-granted assumptions, ideologies, and cultural norms. This approach
encourages a deeper examination of the underlying power dynamics at play in various aspects
of society (Devetak, 2013). The dialectical method, derived from Hegelian philosophy, is
often employed in critical theory. This method involves analysing contradictions and tensions
within social structures, with the understanding that change and progress can arise from the
resolution of these conflicts.

Integration of Critical Theory and Inclusive HRM Practices

Inclusive HRM practices informed by Critical Theory would focus on challenging and
dismantling discriminatory practices and structures within the organization (Shore et al,
2018). This might involve re-evaluating hiring practices, promoting transparency, and
addressing unconscious biases.

Critical theory can be applied to analyze the existing power dynamics within an organization.
This involves scrutinizing hierarchies, decision-making processes, and cultural norms that
may perpetuate inequalities. Inclusive HRM practices can focus on identifying and
addressing implicit biases in recruitment, performance evaluations, and promotions (Cho et
al, 2013). Critical theory provides a framework for understanding how these biases may be
rooted in larger societal structures. Critical theory encourages organizations to question and
challenge traditional norms that might exclude certain groups (Honneth and Elliott, 2008).
Inclusive HRM practices then operationalize these insights by actively promoting diversity
and equity through policies and initiatives. Critical theory emphasizes empowering
individuals to challenge oppressive systems (Honneth and Elliott, 2008). In HRM, this can
translate into creating an environment where employees feel empowered to voice concerns,
offer feedback, and actively participate in decision-making processes. Inclusive HRM
practices often include diversity training. Critical theory can inform the content of these

15
programs by delving into the root causes of inequality and providing a deeper understanding
of systemic issues.

According to Fuchs (2021) critical theory can inform the development of HR policies that
address broader societal issues such as discrimination, unequal access to opportunities, and
social justice. Inclusive HRM policies should align with the goals of dismantling
discriminatory practices. Both critical theory and inclusive HRM practices emphasize the
importance of ongoing assessment and adaptation. Regularly measuring and monitoring
diversity metrics, employee satisfaction, and the effectiveness of inclusion initiatives is
crucial (Fuchs, 2021).

By integrating critical theory into inclusive HRM practices, organizations can strive for a
more just and equitable workplace by challenging and dismantling discriminatory practices
and structures within the organization (Shore et al, 2018). This might involve reevaluating
hiring practices, promoting transparency, and addressing unconscious biases. This involves
not only addressing surface-level diversity but also understanding and challenging the
systemic issues that contribute to inequalities within and outside the organization.

2.2.3 Resource-Based View (RBV)

The Resource-Based View (RBV) is a management theory and strategic management

framework that focuses on the internal resources and capabilities of an organisation as the
primary sources of competitive advantage. It suggests that not all resources are equal and that
sustainable competitive advantage comes from possessing valuable, rare, inimitable, and non-
substitutable resources (Barney, 1991). The key concepts of the RBV include resources and
capabilities. According to Amit and Schoemaker (1993) resources are the tangible and
intangible assets an organisation possesses, such as financial capital, human capital, physical
assets, technology, and reputation, whereas capabilities are the organisation's ability to
leverage and deploy its resources effectively to create value. Capabilities are often considered
a dynamic aspect of the RBV, as they involve the organization's capacity to integrate, build,
and reconfigure resources over time (Barney, 1991).

Table 1: Types of Resources and Capabilities

16
Tangible Resources and Examples
Capabilities

Financial – Ability to generate internal funds

– Ability to raise external capital

Physical – Location of plants, machines, offices, and their

geographic locations

– Access to raw materials and distribution channels

Technological – Possession of patents, trademarks, copyrights, and

trade secrets

Organizational – Formal planning, command, and control Systems

– Integrated management information systems

Intangible Resources and Examples

capabilities
Human – Managerial talents?

– Organizational culture

Innovation – Research and development (R & D) capabilities to

innovate new product, process and services

– Capacities for organizational innovation and

change

Reputational – Perceptions of product quality, durability, and

reliability among customers

– Successful product branding and positioning with

satisfied and loyal customer base

– Reputation as a good employer

– Reputation as a socially responsible corporate

citizen.

17
Adapted from Barney (1991)

According to Barney (1991) a resource must fulfill ‘VRIN’ criteria in order to provide
competitive advantage and sustainable performance. The VRIN Criteria is explained as
follows:

1. Valuable: The resource must enable the organisation to exploit opportunities or

mitigate threats. Resources are valuable if it provides strategic value to the
organisation. There is no advantage of possessing a resource if it does not add or
enhance value of the organisation.

2. Rare: The resource must be relatively scarce among the organisation's current and
potential competitors. It must be rare or unique to offer competitive advantage.
Resources that are shared by multiple organisations in the market cannot give them a
competitive advantage because they cannot develop and implement a distinct business
strategy in contrast to rivals.

3. Inimitable: Competitors should find it difficult to replicate or imitate the resource.

Imitability can be hampered by a variety of factors, such as resource complexity,
unclear relationships between capability and competitive advantage. Resources can be
basis of sustained competitive advantage only if organisations that do not hold these
resources cannot acquire them.

4. Non-substitutable: There should be no equivalent or substitute for the resource.

Therefore, competitors cannot achieve same performance by replacing resources with
other alternative resources.

Figure 3: Identification of Resources and

Capabilities
Is a resource
or capability
valuable?

18
 No
Yes

Is it heterogeneously
distributed across
competing firms?

Ye s No Competitive
Disadvantage

Is it
Imperfectly
mobile?

No Competitive
Yes Parity

Sustained Temporary
Competitive Competitive
Advantage Advantage

Adapted from Mata et al., 1995.

According to RBV, sustainable competitive advantage is achieved when an organization

possesses and exploits resources and capabilities that meet the VRIN criteria. The RBV
emphasizes the importance of dynamic capabilities, which are the firm's ability to adapt and
change its resource base over time. This involves learning, innovation, and the ability to
respond to changes in the business environment. The RBV suggests that differences in
resources and capabilities across organizations are the primary drivers of competitive
advantage. Additionally, the theory assumes that resources are not perfectly mobile, meaning
that it is not easy for organizations to acquire or replicate the valuable resources of others
(Aaker, 1989).

In the context of HRM, an organization's diverse workforce can be seen as a valuable

resource that contributes to its competitive advantage (Saa-Perez and Garcia-Falcon, 2002).
Skilled and diverse human capital can be considered a valuable resource that is not easily
replicated by competitors. Inclusive HRM practices help in attracting, developing, and
retaining a diverse and talented workforce. This diversity can contribute to the uniqueness
and innovativeness of the organization’s capabilities. RBV suggests that the skills,
knowledge, and capabilities of employees can be a source of competitive advantage (Priem
and Butler, 2001). This aligns with the idea that inclusive HRM practices, such as training
and development programs, can enhance the skills and knowledge of employees, making
them more valuable to the organization.

19
RBV recognizes the importance of relationships and social capital within an organization.
Inclusive HRM practices that foster a positive and inclusive work environment can contribute
to the development of strong social ties among employees. This social capital can enhance
collaboration and knowledge sharing, which are valuable resources. RBV highlights the role
of innovation in sustaining competitive advantage (Barney, 2001). Inclusive HRM practices,
such as promoting diverse perspectives and fostering a culture of inclusion, can contribute to
a more innovative and adaptable organizational culture. RBV acknowledges the importance
of employee motivation and commitment. Inclusive HRM practices, by creating a fair and
inclusive workplace, can contribute to higher levels of employee satisfaction, motivation, and
commitment, which are valuable intangible resources (Ikhide, et al, 2023).

In conclusion, there is a clear connection between the Resource-Based View and Inclusive
HRM practices. The RBV lens helps organizations recognize the strategic value of their
human resources, and inclusive HRM practices provide a framework for leveraging and
enhancing those resources to achieve a sustained competitive advantage. Organizations that
effectively integrate inclusive practices into their HRM strategies are likely to build more
diverse, motivated, and innovative workforces, contributing to their long-term success.

2.2.4 Institutional Theory

This theory emphasizes the influence of societal norms and institutional pressures on
organizations. Institutional theory suggests that organizations are influenced by external
forces, social norms, and institutional pressures (Tina Dacin, et al, 2002). Organizations tend
to adopt practices and structures that are considered legitimate and widely accepted in their
institutional environment.

There are three pillars of institutional theory: coercive, normative, and mimetic (Scott, 1987).
Coercive pressures involve compliance with laws and regulations. It suggests that
organizations comply with institutional rules to avoid sanctions and ensure survival.
Compliance is driven by external pressures and the need for legitimacy in the eyes of
stakeholders, such as customers, investors, and regulatory bodies. Scott (1987) explains that
normative pressures refer to conformity with social norms and expectations. This branch
emphasizes the normative aspects of institutions. It suggests that organizations and
individuals conform to institutional norms and values because they believe it is the right or

20
legitimate thing to do. Compliance with institutional rules and expectations is seen as a way
to gain legitimacy and social approval. According to Scott (1987) mimetic pressures involve
imitating successful practices of other organizations. This branch focuses on the cognitive
processes that lead individuals and organizations to adopt certain beliefs and assumptions. It
suggests that people interpret their environment based on cognitive frameworks provided by
institutions. Cognitive institutionalists argue that individuals and organizations are influenced
by shared understandings and interpretations that guide their actions.

In the context of HRM, organizations may adopt certain HR practices not only because they
are efficient or effective but also because they are seen as socially acceptable or required by
external stakeholders (George, et al, 2012). Organizations may adopt inclusive HRM
practices to conform to societal norms and expectations regarding diversity and equal
opportunities. A workplace that values diversity is increasingly seen as a norm in many
societies, and organizations may adopt inclusive practices to align with these expectations
(Kondra and Hinings, 1998). Legal requirements and regulations related to inclusion may act
as coercive pressures. Organizations may implement inclusive HRM practices to comply with
anti-discrimination laws and regulations, avoiding legal consequences. Organizations may
imitate the practices of other successful and reputable companies that are known for their
inclusive HRM practices. This is particularly true in industries where there is a strong
emphasis on corporate social responsibility and ethical business practices. Kondra and
Hinings (1998) states that inclusive HRM practices can contribute to the legitimacy of an
organization, enhancing its reputation and image in the eyes of stakeholders. This legitimacy,
in turn, can help organizations gain social approval and support. Inclusive HRM practices
focus on creating a workplace environment that values and leverages diversity. This includes
policies and practices that promote equal opportunities, diversity, and inclusion within the
workforce (Kondra & Hinings, 1998). Inclusive HRM practices can involve initiatives such
as diversity training, affirmative action programs, flexible work arrangements, unbiased
recruitment and promotion processes, and creating a culture of inclusion where employees
feel valued and respected regardless of their background (Offermann and Basford, 2013).

In conclusion, institutional theory provides a framework for understanding why organizations

adopt certain HRM practices, and the adoption of inclusive HRM practices can be influenced
by both normative and coercive institutional pressures. Organizations that recognize and
embrace diversity and inclusion not only comply with societal expectations but may also gain

21
competitive advantages and enhance their overall legitimacy.

2.2.5 Stakeholder Theory

Stakeholder theory suggests that organizations should consider the interests and concerns of
various stakeholders, beyond just shareholders, when making decisions (Parmar, et al., 2010).
Stakeholders are individuals, groups, or entities that can affect or be affected by an
organization's actions, policies, and objectives. These may include employees, customers,
suppliers, communities, and government bodies (Freeman, 2010). According to the
arguments made by Friedman and Miles (2002) stakeholder theory explains that
organizations should recognize that they have responsibilities beyond maximizing
shareholder wealth, identifying, and managing relationships with various stakeholders and
balancing the interests of different stakeholders for long-term success and sustainability.

The first step in stakeholder theory is to identify and understand the different stakeholders
associated with an organization. This involves recognizing both internal and external
stakeholders and considering their interests and influence (Winn, 2001). Organizations need
to recognize and consider the diverse interests and expectations of their stakeholders. This
includes economic interests, social concerns, environmental considerations, and more. Winn
(2001) states that the stakeholder theory suggests that organizations should strive to balance
the often-conflicting interests of different stakeholders. This may involve making decisions
that create value for multiple stakeholders rather than prioritizing one group over another.
Effective stakeholder management involves engaging with stakeholders to understand their
perspectives, concerns, and expectations (Winn, 2001). This can be done through
communication, collaboration, and involving them in decision-making processes. Faucher
(2022) confirms that stakeholder theory is closely related to the concept of Corporate Social
Responsibility. Organizations are encouraged to act responsibly towards society, the
environment, and all their stakeholders, not just shareholders, by considering the broader
impact of their activities (Faucher, 2022).

Stakeholder theory often advocates for a long-term perspective in decision-making. This

contrasts with a short-term focus solely on maximizing shareholder value, encouraging
organizations to consider the sustainability and long-term success of their operations. Gibson
(2000) explains that stakeholder theory emphasizes ethical behavior and responsible

22
corporate citizenship. It encourages organizations to operate ethically and with integrity,
considering the social and environmental impact of their actions (Gibson, 2000).

Figure 4: The Stakeholder Theory Model

Adapted from Freeman (2010)

In the context of HRM employees are key stakeholders in any organization. Greenwood and
Freeman (2011) argues that inclusive HRM practices based on stakeholder theory prioritize
the well-being and fair treatment of all employees and this should lead to the development of
policies that address the needs of diverse groups and promote a positive organizational
culture. Greenwood and Simmons (2004) posits that stakeholder theory encourages
organizations to consider the impact of their actions on external stakeholders such as
customers, suppliers, and communities. Inclusive HRM practices contribute to a positive
organizational image, demonstrating social responsibility and ethical behavior (Gibson,
2000).

However, Freeman (2017) argues implementing inclusive HRM practices may face resistance
from traditional organizational structures or individuals who are resistant to change. It may be
challenging to balance the diverse interests of stakeholders, and it could be unclear how to
prioritize conflicting stakeholder demands and it can also be challenging to measure the

23
direct impact of inclusive HRM practices on stakeholder relationships and overall
organizational success (Freeman,2017).

In conclusion, the integration of stakeholder theory and inclusive HRM practices emphasizes
the importance of considering the interests of various stakeholders, particularly employees,
and creating a workplace that values diversity, equity, and inclusion. This approach
contributes to organizational sustainability, positive relationships with stakeholders, and
long-term success.

These theoretical perspectives provide lenses through which scholars and practitioners can
analyze, critique, and develop strategies to promote inclusivity in various societal contexts.
Their perspective on inclusive HRM practices involves understanding and applying
frameworks that consider social identities, power dynamics, resource utilization, institutional
norms, and stakeholder interests. Integrating these perspectives can help Statistics Botswana
develop comprehensive and effective strategies for promoting inclusion within the
workplace. Furthermore, incorporating these theoretical perspectives into HRM practices can
helps Statistics Botswana develop inclusive policies that go beyond compliance and foster a
diverse and equitable workplace.

2.3 HRM Practices for Inclusivity

Creating an inclusive workplace is essential for ensuring that employees from various
backgrounds feel valued and respected. An inclusive workplace welcomes and supports
people with all kinds of differences. The goal is to make employees feel comfortable asking
for what they need. Absolutely, creating an inclusive workplace is crucial for fostering a
positive and productive work environment. An inclusive workplace goes beyond just hiring a
diverse workforce; it actively promotes an atmosphere where every employee feels valued,
respected, and able to contribute their unique perspectives and skills. The HRM Practices
include HR Planning, onboarding or induction, recruitment and selection, performance
management, training and development, work-life balance, workplace health and safety,
succession planning and compensation and benefits. This list of topics of discussion is not
exhaustive. Here are some of the HRM practices that contribute to creating an inclusive work
environment in detail.

24
2.3.1 Human resource planning

Planning an organization's human resources is a crucial task in which the employer must be
able to specify the needs and how they can be met. Human Resource Planning (HRP) is the
process including forecasting, developing, and controlling by which an organization ensures
that it has the right people, at the right place, at the right time, performing work for which
they are economically most useful (Reilly, 1996). It is undeniable that an organization
depends on having the right person available when needed to complete work needs. All well-
thought-out plans for staff replacement, corporate expansion, or diversification initiatives
depend on the prompt availability of competent employees (Gold and Bratton, 2003).

The Standard Causal Model of HRM depicts a causal chain that begins with business strategy
and ends with (improved) financial performance via HR processes. According to this model,
HR will only be effective if its strategy is aligned with the organization’s strategy (Liouville
and Bayad, 1998) and shows a causal chain of how HR processes impact the organization.
The chain starts with the organization’s overall business strategy, which influences the HR
strategy and processes. The chain ends with improved organization performance. For
example, hiring, training, appraisal, and compensation practices can lead to outcomes such as
commitment, quality output, and engagement. These HRM outcomes lead to improved
internal performance, which, in turn, impacts financial performance (e.g., profits, financial
turnover, better margins, and ROI).

This HR framework also shows that the relationships in the model are not always
unidirectional. Some HR practices can directly lead to improved internal performance. For
example, good training can directly result in better performance without necessarily
influencing HR outcomes. Furthermore, sometimes a stronger financial performance leads to
more investments in HR practices and better HR outcomes. When performance is strong,
employees are often more engaged, and engagement is an HR outcome (Liouville and Bayad,
1998).

Figure 5 The Standard Causal Model Of HRM

25
Adapted from Liouville and Bayad, (1998)

The HRP is very important for the organization as the employees are constantly changing so
management needs to respond to the changes and update the plans accordingly. HRP is
critical because it helps to optimize use of resources or make them more flexible, to acquire
and grow skills which take time to develop, to identify potential problems and to minimize
the chances of making a bad decision (Armstrong M, 2010). The HRP practice starts from
planning which is an assessment of the future development and their possible impact on the
employee issues (Armstrong, 2010). This plan is affected by the organization’s strategy as
well as with practices and methods. Then, there is need for workforce analysis internally and
externally to define the present situation (Brewster, et al, 2018). On the other hand, there is
need for forecasting the future demand, supply and requirements of the current and potential
employees.

Finally, it is required to make an action plan according to the forecasts which can include
training, promotions, or external recruitments (Armstrong, 2010). Furthermore, it is
management’s responsibility to forecast and plan the HR practices accordingly and ensure
that inclusivity is catered for. The possible problems with HR planning can be avoided with
planning techniques that are used to identify the problems with the manpower. However, the
primary goal of the HRP is to cut down on hiring waste, lessen uncertainty about future
demand and present labour levels, and eradicate staffing errors. Its goals also include
preventing skills and labour shortages, mitigating the negative effects of having too many or
too few employees on profits, creating succession plans, and forming the ideal future
workforce by employing the proper managers, technical experts, and talented employees in
the right quantities (Gold and Bratton, 2003).

26
Thus, the goal of an HRP, whether it be short-term or long-term, is to accurately predict the
number of employees needed with the appropriate skill set to achieve the organization's goals
and objectives.

2.3.2 Recruitment and Selection

According to Byars and Rue (1991) recruitment is a process of seeking and attracting a pool
of people to select qualified candidates for vacant positions within the organization. The four
steps of the recruitment and selection process are requirements definition, recruitment
planning, candidate attraction and candidate selection. This is a component of the actionable
HRP, and each of these actions must be carried out in accordance with the demands of the
organization (Armstrong, 2010). Defining the requirements begins with the organization
strategy and HRP, which specify the types of employees required and the tasks they are
expected to perform. This comes down to analysis and definitions of competencies and
characters required for the specific job role (Bratton and Gold, 2015). Armstrong (2010)
contends that job responsibilities include a range of technical and behavioral skills,
qualifications and experience.

According to Flippo (1979) recruitment is a process of searching for prospective employees

and stimulating them to apply for jobs. According to him, the need for recruitment may arise
out of the vacancies due to transfer, promotion, retirement, termination, permanent disability
or death and creation of vacancies due to expansion, diversification, growth, or job
reclassification. During recruitment process, organizations may use both internal and external
sources to fill vacant positions. Organizations are better to use realistic job previews to
improve the effectiveness of recruitment process. After recruiting qualified candidates’
applicants, the selection process begins. Selection is the process of choosing from among the
candidates from within the organization or from outside, the most suitable person for the
current position or for the future position (Newell, 2005). Every organization has its own
selection policy. Typically, the application form must be completed by the applicant before
the organization may proceed with the selection process. Applications that meet the basic
requirements are selected and potential employees are shortlisted for interview. Interviews
are conducted in which these interviews can be in different formats, structured, unstructured,
or semi structured. The next step is to make employment tests such as knowledge and skills

27
tests, emotional intelligence tests, integrity tests, personality tests and other work-related
tests.

The other step is to check references and recommendation letters that are submitted by the
candidates. As another step, some organizations require applicants take a physical
examination tests and drug tests. The final hiring decision is made based on the results of the
selection process mentioned above. Newell (2005) argues that the selection decision is
important and it requires the full attention of the management as selection errors might have
great negative impact on the operations. This means that in any selection there are chances of
selecting a wrong person and also chances of losing a right person. So, it is very important to
assess that candidates must possess all the required technical skills as well as the ability to
perform well to be successful before selection made. According to Sundin (2008),
recruitment and selection is one of the most imperative functions of HRM and HR managers
put more effort to recruit and select the most appropriate employees. HR can help to create a
workplace culture that is welcoming and inclusive for all individuals by creating fair
recruitment and selection process that is unbiased whether it's race, gender, religion, or sexual
orientation.

Post covid-19 era Statistics Botswana HR has opted to shift from using the normal of
physical recruitment to digital. The shift included the key aspect of recruitment which is
conducting interviews. Currently the interviews are conducted remotely through online
applications such as Google meet, Teams and Zoom (Hunkenschroer and Luetge, 2022). To
lessen bias in the screening process, SB usually assemble a diverse panel of interviewers and
has implemented inclusive recruitment strategies to attract candidates from various
backgrounds. SB HR provide clear guidelines so that candidates are evaluated on their
abilities, credentials, and potential rather than preconceived notions or biases (Avery, et al,
2012).

As a summary, it is good to remember that recruitment and selection are mostly about the
description of the task and defining the essential competencies for executing them. In this
way organizations can avoid hiring the wrong person for a job. The accuracy of selection
decisions can often be increased if both HR professionals and management are involved in
hiring

28
2.3.3 Onboarding

Onboarding as defined by SHRM (2023) describes the procedures used to incorporate new
employees into the organization. It consists of activities designed to help new employees
finish the first new-hire orientation process and gain knowledge about the organization's
goals, values, vision, and structure. Onboarding should help new employees adapt to the
operating environment and, specifically, provide new employees with the connections,
information, and tools to be successful. Allen (2006) suggested that providing an onboarding
experience that makes new employees feel welcome and comfortable sets the tone for how
connected they feel to the organisation and believing they are acknowledged and included
from day one lays the foundation. Feldman (1981) stated that even though onboarding is
everyone's responsibility HR department must be at the forefront. HR must keep inclusion at
the forefront of the onboarding process, and this provides an impression that the employees
receive the support they need while they get settled (Rollag, et al, 2005).

Figure 6 Onboarding program Four Cs Model

Adapted from Stein and Christiansen (2010)

According to Stein and Christiansen (2010) these four pillars provide a structured approach to
onboarding that ensures new employees are equipped with the necessary knowledge, skills,
and resources to succeed in their roles, while also establishing a strong foundation for their
ongoing development and growth within the organization. The Four C's are: Compliance,
means ensuring that new employees are aware of and comply with organization policies,
procedures, and legal requirements. Clarification means ensuring that new employees

29
understand their roles, responsibilities, and performance expectations.Culture means ensuring
that new employees are introduced to the organisation's values, norms, and customs.
Connection means ensuring that new employees build relationships and networks within the
organization (Stein and Christiansen, 2010).

For the above to work HR Professionals should ensure that inclusion is catered for in each
pillar. Once the various departments have laid the foundation of their processes, the policies
regarding inclusion can be explained by HR. According to Bauer (2023) it is essential to
articulate that the organization values an inclusive workplace and how it is a place where
every employee should feel safe from the onset. Bauer, et al (2007)is of the view that HR
should make sure new employees understand how they can contribute to fostering this
environment and that discrimination will not be tolerated. When onboarding is done well, it
lays a foundation for long-term success for the employee and the employer. It can boost
productivity and engagement, build loyalty and engagement, maintain, and enrich
organizational culture, reduce staff turnover and help employees become successful early in
their careers with the new organization (Bauer, 2023).

When a new employee joins Statistics Botswana HR department ensures that they complete
and collect all relevant employee paperwork (e.g. forms, benefits), conduct orientation,
touring the facilities and deliver the onboarding program elements, guiding lectures and
discussions about organizational culture, goals and objectives. Then will then hand the
employee to the supervisor who will discuss the duties and responsibilities, work behaviors,
and standards and expectations, introduce team members and other members of the
organization, tour the department, review other roles and relationships within the department.
The co-workers will share how the group works as a team, how to get things done, how to
find/requisition tools and equipment, and where to turn for support. Finally, the new
employee will meet with the executive team who will helping the employee understand the
organization's mission, vision, values, strategic goals and objectives and review roles and
responsibilities at a higher level.

2.3.4 Performance Management

Performance management is an essential part of HRM that promotes the development and
optimization of employee performance. It ensures that employees' efforts are aligned with

30
organizational goals and values and that they receive the necessary support, feedback, and
opportunities for growth and recognition (Tweedie, et al, 2019).

According to Armstrong and Baron (2005) performance is a planned and integrated approach
that helps organizations achieve long-term success by enhancing employee performance and
building the capacities of teams and individual contributors. Performance management is the
process by which executives, managers, and supervisors work to align performance with the
organization’s goals (Armstrong and Baron, 2005). It is the activity used to determine the
extent to which an employee performs work effectively. Performance management includes
performance appraisal, performance review, employee evaluation, employee appraisal and
merit. It fosters an atmosphere where management and team members converse frequently to
clarify expectations and exchange details about the goals, beliefs, and mission of the
company. Setting objectives, assessing results, and providing feedback are all part of
performance management, which aims to enhance future performance of individuals, groups,
and the organization. With defined goals and the chance to adjust behaviour based on
feedback, it is meant to encourage individuals and steer behaviour in the desired direction.
The way of giving corrective feedback should be practiced, and the supervisor should always
stay polite, calm and professional. It has been argued that the most powerful mean of
performance management is goal setting. If the goals can be made and achieved in a certain
period it would mean that a person has control over the environment as well as the time could
be managed (Bass, 1985).

An effective performance appraisal system involves two way communications between the
supervisor and the subordinate about performance. By integrating inclusivity into
performance management practices, organizations can foster a more inclusive culture, boost
employee morale and productivity (Levy and Williams, 2004). It's an ongoing process that
requires continuous evaluation and improvement to ensure fairness and equality for all
employees. According to Armstrong and Baron(2005) performance evaluation interviews that
involve feedback evaluation information can be effective if the evaluation information is
meaningful, clear, and helpful. On the other hand, feedback information can be quite stressful
if the evaluation is considered unfair, inaccurate, and poorly designed. Providing training to
managers and employees on unconscious bias, cultural competency, and inclusive leadership
can help them understand their biases and develop strategies to mitigate them during
performance assessments.

31
An effective appraisal system is an asset to the organization. Latham, et al, (2005) states that
supervisors should work hard by helping employees to meet their expectations on the other
hand, conducting periodic performance appraisal is very important by comparing the last
period with the current period. In addition, supervisors should identify the employee’s
strength and weakness, and may plan ways of avoiding their weakness and develop their
skills, knowledge and experiences to fully apply their strength toward improving the work
performance effectively and efficiently (DeNisi and Murphy, 2017).

According to Iqbal, et al (2015) an effective performance appraisal should serve the

following objectives:

1. Help the employee to overcome his weakness and improving his strength and this
enable him to improve his performance
2. Generate adequate feedback and guidance from the immediate supervisor to an
employee working under him
3. Help identify employees for the purpose of motivating, training and
development them.
4. Identify employees for salary increase, promotion and transfer
5. Identify training needs.

Figure 7 Performance Management Cycle

32
Adapted from Armstrong & Baron (2005)

At Statistics Botswana employees begins with setting clear and measurable goals and
objectives at the beginning of the year. HRM professionals work with managers and
employees to establish these goals, ensuring that they are aligned with the organization's
strategic objectives (Ismail and Gali, 2017). HR also ensures that managers and employees
are trained about the PMS during onboarding and continue to provide training whenever gaps
have been identified. Performance appraisal is done bi-annually. HR teams facilitate the
appraisal process, which involves the supervisor and subordinate assessing employee
performance against the set goals and providing feedback. This process helps employees
understand how they are performing and where they can improve. HR professionals
encourage ongoing communication between managers and employees to provide constructive
feedback and coaching. They support managers in delivering feedback effectively and help
employees develop their skills and capabilities (Armstrong, 2009).

2.3.5 Training and Development

33
Training and development are crucial HRM practices aimed at enhancing the skills,
knowledge, and abilities of employees. These practices contribute to the overall growth and
success of both individuals and the organization (Latham, 1988). Training and development
encompass three main activities: training, education and development. Organisations that
offer training and employee development are making a visible investment in employees.
Among its positive outcomes, this investment increases employability for the individual
employee (Tannenbaum and Yukl, 1992). In the environment of today’s business an
employee is needed to cope with various pressures and are required to keep their skills and
knowledge current to stay and remain competitive. Thus, demand for a well-qualified
workforce becomes a strategic objective.

Training has a direct impact on the organization's productivity and performance. Training
gives employees a better understanding of their responsibilities and the knowledge and skills
they need to do their job (Tworoger and Golden, 2010). There are various training methods
which can be used such as workshops, seminars, on-the-job training, e-learning, and
simulations.
Performance management often identifies areas where employees need improvement.
Organizations with superior training programs may experience lower staff turnover than
organizations that neglect staff development. In the field of HRM, training and development
is the field concerned with organizational activity aimed at improving the performance of
individuals and groups in organizational settings. HRM practices influence employee skills
through the acquisition and development of organization’s human capital (Campbell, 1971).
Organizations can adopt various HRM practices to enhance employee skills. According to
Delery (1998) firstly, such practices can be used for improving the quality of the individuals
hired by raising the skills and abilities of current employees. Secondly, organizations can
improve the quality of current employees by providing comprehensive training and
development activities after selection of employees (Delery, 1998).Therefore, organizations
with superior training programs are likely to experience lower staff turnover than
organizations that neglect staff development (Latham, 1988). Also, more investment in
training and employee development is positively related to organizational effectiveness,
increased productivity and reduces employee’s intent to leave the organization (Tzafrir, et al,
2004).

Figure 8 Systematic training Model

34
Adapted from Sloman (1999)

The systematic model is based on the role of training in an organization. The model
emphasizes that training and development should be undertaken on a planned basis because
of a logical series of steps. According to Sloman (1999) a systematic model possesses two
crucial features. First, training may be thought of as a series of steps; second, training needs
can be identified and included into the training cycle at the right time. These are found
through fulfilling the requirements for either individual or group training, analyzing the
organization's overarching goals, or doing both at once. This model has been heavily
criticized since it is strongly founded on a strategic management paradigm (Taylor, 1976).

Statistics Botswana HR plays a critical role in identifying and providing relevant training and
development opportunities to address the gaps and enhance employee performance. They
then schedule regular employee training programs help improve the knowledge and skills of
employees to match the various changes in the industry and close existing gaps. SB
employees are advised to take advantage of online courses and certifications for their
Continuous professional development. SB has also subscribed to Udemy for its employees to
enable them to do courses and trainings at their own time.SB HR play a strategic role by

35
supporting and training the supervisors and managers on how to manage their teams, develop
mentorship and coaching programs to support employees in their career growth (Anderson,
2020).

2.3.6 Compensation and benefits

Goodin (1989) is of the view that compensation policies should be transparent and visibly
organized. In this way guidance for starting salaries, performance-related pay, and bonuses
needs to be clearly structured, and all employees should easily understand the criteria. A pay
equity analysis is an excellent way to ensure that pay gaps do not exist by gender, ethnic
groups, or other segments of the workforce.

As each HR practice is somewhat connected, performance appraisal backs up compensation

(Milkovich & Bordereau, 1992). Compensation can help in maintaining the productivity of
the employees or else they tend to leave the organization searching for better opportunities
where they are rewarded better (Baker, et al, 1988). Danish and Usman suggested that
organizations should have a recognition and rewards policy to motivate and retain talented
employees.
According to Akafo and Boateng ( 2015) recognition and rewards programs maintain a
positive work environment, raise employee morale, and establish a connection between
employee motivation and performance. The fundamental goal of a recognition and rewards
program is to establish a compensation structure and inform employees of it so they may
associate their reward with their output, which eventually results in job satisfaction.
According to Freedman (1978), an organization's use of effective rewards and recognition
creates a positive work environment that inspires individuals to achieve to the best of their
abilities. Employees interpret recognition as a sign of value and gratitude, and as a result, it
raises staff morale, which in turn raises organizational productivity. SB has a recognition and
reward program that is designed and administered by the HR Professionals. The performance
bonuses are budgeted for every financial year.

Figure 9

36
2.3.7 Career and succession planning

Career and succession planning are an essential Human Resource Management (HRM)
practices that focuses on employees' growth and promotion inside an organization. These
practices help ensure that the organization has a pool of talented and capable individuals to
fill key roles in the present and in the future (Gaffney, 2005). For career planning employees
work with HR and their supervisors to set specific career goals and objectives, both short-
term and long-term.HR and managers provide guidance on the training, education, and
experience needed to achieve these career goals. This may include on-the-job training,
mentoring, or further education. Regular performance reviews and feedback sessions are
encouraged to help employees track their progress and adjust their career plans. HR also offer
career counseling services through third party specialists to help employees make informed
decisions about their career paths (Kim, 2003). To identify and develop a pipeline of potential
leaders and key employees who can step into critical roles at SB when current incumbents
leave due to retirement, promotion, or other reasons. Statistics Botswana HR and senior
management regularly identify key roles within the organization that are critical to its success
and sustainability. They then identify high-potential employees who have the skills,
knowledge, and potential to fill these key roles in the future. The selected employees are
given opportunities for training, mentoring, and development experiences to prepare them for
future leadership roles. Progress is regularly monitored, and adjustments are made as needed

37
to ensure that potential successors are on track. Statistics Botswana also has contingency
plans for unexpected departures, such as sudden retirements or resignations.

2.3.8 Work-life balance

Work-life balance is a critical component of human resource management (HRM), which

aims to foster a harmonious balance between employees' personal and professional
obligations (Downes and Koekemoer, 2011). Organizations recognize the importance of
work-life balance in enhancing employee well-being, satisfaction, and overall productivity.
According to Hayman (2009) flexible work arrangements is where employees are enabled to
work the hours that suit them. Such practices include flextime, remote work options, job
sharing, shift work, part time work and condensed workweek. Work life balance can be
encouraged through paid time off (PTO) policies such as annual leave and paid holidays so
that employees can take time off to recharge and relax (Ford and Locke, 2002). According to
Ackers and El-Sawad (2006) organisations should have family-friendly policies. Such
policies include maternity and paternity leave to support employees during significant life
events as well as providing childcare assistance or facilities and encouraging a family-
friendly workplace culture.

An integral part of work-life balance is prioritizing health and wellness. HR department

embrace wellness programs such as fitness programs, mental health support, and stress
management workshops. provide counseling and support services for employees dealing with
personal or work-related challenges. Rife and Hall (2015) asserts that organizations should
promote a healthy lifestyle to employees by offering gym memberships or fitness classes.
Setting and modeling boundaries between work and home hours, so employees do not feel
they must always be available is critical. Encouraging employees to take frequent breaks and
making fitness, both physical and mental a priority, helps boost energy and concentration,
and decrease stress (Oludayo, et al, 2018).

Dhas and Karthikeyan (2015) posits a view that work-life balance can be complicated for
managers. Therefore, it is upon HR Department to provide training on the importance of
work life balance and raise awareness about available resources and support systems within
the organization. According to Poelmans, et al, (2008) managers and employees are
encouraged to have open communication about workload expectations and deadlines and

38
encourage employees to communicate their needs and concerns related to work-life balance.
Instead of focusing on employees' amount of time in the office, managers should emphasize
the importance of high-quality work above long hours and encourage them to take a results-
oriented approach to their work (Bhende, et al, 2020) as well as leading by example.By
incorporating these practices, HRM can contribute to creating an inclusive positive work
environment that values and supports employees' work-life balance.

2.3.9 Equal employment opportunities

A key component of HRM is equal employment opportunities (EEO), which aims to create
an inclusive and discrimination-free work environment. HRM seeks to guarantee that every
employee has an equal chance to thrive and make a positive contribution to the organization,
regardless of their gender, ethnicity, age, religion, handicap, or other protected
characteristics, by implementing EEO practices (Konrad & Linnehan, 1995). Holley and
Field (1976) suggested that training for HR managers and all employees on EEO practices
and laws is vital. They argued that to implement a strong EEO policy it must be embraced at
the top levels of the organization. Its contents should be taught to managers, supervisors, and
staff members and hold them accountable.

According to Evetts (2014) EEO promote an inclusive culture in the workplace by fostering
an environment of professionalism and respect for personal differences. It also fosters open
communication and early dispute resolution. This may minimize the chance of
misunderstandings escalating into legally actionable EEO problems (Shaw, 2005). An
alternative dispute-resolution (ADR) program can help resolve EEO problems without the
acrimony associated with an adversarial process.

Stoilkovska, et al (2015) suggested that HR should establish neutral and objective criteria to
avoid subjective employment decisions based on personal stereotypes or hidden biases when
recruiting. They advised that HR should implement diverse recruitment strategies to attract a
broad range of candidates and use diverse sourcing channels to reach a wider pool of
potential applicants with EEO principles in mind. They also stated that is the function of HR
to monitor for EEO compliance by conducting self-analyses to determine whether current
employment practices disadvantage people of color, treat them differently, or leave
uncorrected the effects of historical discrimination in the organization.

39
HRM should monitor compensation practices and performance appraisal systems for patterns
of potential discrimination and make sure performance appraisals are based on employees'
actual job performance and ensure consistency, i.e., that comparable job performances
receive comparable ratings regardless of the evaluator, and that appraisals are neither
artificially low nor artificially high (Holley and Feild, 1975). According to Stumpf, et al
Greller (1980) it is critical to regularly review and assess compensation structures to ensure
that employees are paid fairly for their work, regardless of their background and address any
gender or ethnicity pay gaps that may exist within the organization.

Carter (2019) suggested that HRM should foster the potential of employees, supervisors and
managers while keeping equal employment opportunities in mind. To do this, it should offer
training and mentorship that gives employees from all backgrounds the knowledge, abilities,
and experience they need to succeed in their work and advance to higher positions.
Additionally, workplace networks ought to be accessible to workers from all backgrounds.
HRM should implement a robust anti-harassment policy, train all employees on its contents
on a regular basis, and zealously uphold and enforce it (Feldman-Summers, 2000). It should
also set clear and easily accessible mechanisms for workers to voice concerns or file
complaints pertaining to discrimination.

2.3.10 Employee Health and safety

Human resources professionals play an important role in ensuring employee health and
safety, as they know the workplace, the employees and their job demands. While human
resources professionals are not expected to know the technical aspects of workplace health
and safety, they should know when and how to use existing resources to respond to employee
concerns.
De Cieri and Lazarova (2021) posits a view that one of the primary responsibilities of HR is
to develop and implement comprehensive safety policies and procedures. This involves
identifying potential hazards, assessing risks, and establishing protocols to mitigate them. HR
professionals must collaborate with relevant stakeholders, such as management, employees,
and safety experts, to design policies that align with industry standards and legal
requirements. These policies cover areas such as emergency response plans, accident
reporting, personal protective equipment (PPE), and employee training programs.

40
To meet the health and safety responsibilities, human resources professionals must
understand the health and safety responsibilities of employers, managers, supervisors, and
employees within the organization and implement personnel management policies to ensure
that everyone in the workplace is aware of his/her responsibilities (Jonathan and Mbogo,
2016). They further suggested that HR also must establish effective ways of meeting health
and safety responsibilities and ensure that employees fulfill their health and safety
responsibilities as outlined in the organizational policies and programs. Boyd (2004) is of the
view that human resources play a critical role in ensuring that organizations comply with
various legal and regulatory requirements related to workplace safety. They must stay up to
date with evolving legislation and regulations, such as Occupational Safety and Health
guidelines, and make sure that the organization adheres to them. HR professionals are
responsible for conducting regular audits, inspections, and risk assessments to identify areas
of non-compliance and implement corrective measures (Zanko and Dawson, 2012).

According to Robson et al, (2012) to promote an inclusive workplace safety and well-being,
HR departments develop and deliver comprehensive training programs for employees at all
levels. These programs educate employees about potential hazards, safe work practices,
proper use of equipment and emergency response protocols. HR also ensures that new hires
receive proper onboarding, including safety training, to familiarize them with the
organization's safety policies and procedures from the outset (Forbes, 2023). Creating a
culture of safety and well-being is an essential aspect of HR's responsibilities. HR
professionals actively promote a positive work environment that values employee health and
safety (National Safety Council, 2023). They foster open communication channels,
encouraging employees to report safety concerns, near-misses, or accidents without fear of
retaliation. HR also organizes awareness campaigns, safety committees, and wellness
initiatives to engage employees and reinforce the importance of workplace safety and well-
being.

Human Resources plays a key role in supporting employee well-being beyond physical
safety. They ensure that employees have access to resources and programs that promote
mental health, work-life balance, and overall wellness. According to Burke (2014) HR
departments often collaborate with employee assistance programs (EAPs), healthcare
providers, and wellness professionals to provide services like counseling, stress management

41
workshops, fitness programs, and flexible work arrangements. They also promote policies
that encourage a healthy work-life balance, such as flexible schedules and paid time off as
discussed above at 2.2.7
HRM is instrumental in creating a safe and healthy work environment that prioritizes
employee well-being. By developing comprehensive safety policies, ensuring legal
compliance, implementing training programs, fostering a culture of safety, and providing
support for overall well-being, HR professionals contribute significantly to workplace safety
initiatives. Guest (2017) argued that organizations that prioritize employee safety and well-
being through effective HR practices not only protect their employees but also enhance
productivity, engagement, and overall organizational success.

2.4 Benefits of Inclusive HRM

Embracing inclusive HRM can yield several benefits for organizations. The benefits may
include the following.

2.4.1 Increased Innovation and Creativity

When organizations display ongoing commitment to making sure employees feel included
and valued, the result is an inclusive workplace that is innovative and productive. According
to Heunks (1998) diverse teams bring together individuals with different perspectives,
experiences, and ideas and variety of viewpoints can lead to more innovative problem-
solving and creative solutions.

2.4.2 Increased employee engagement and trust

Wang and Hsieh (2013) stated that when employees feel included, they are more engaged and
go the extra mile for the organization, having a ripple effect on profitability, team morale, and
retention. Employees working in inclusive workplaces tend to have better physical and
mental health and take less leave for health issues. Building an inclusive work environment
can instill greater trust between employees and leadership. Engaged employees are more
likely to contribute positively to the organization's success, and career planning can increase
engagement by showing employees that their growth and development are valued (Salleh, et
al, 2020)

42
2.4.3 Better decision-making

Better decision-making in inclusive HRM involves incorporating principles and practices that
consider the diverse perspectives and needs of the workforce (Keeney, 2004). Inclusive teams
can make more well-rounded decisions by considering a variety of perspectives. Avoidance
of groupthink is more likely when there is diversity in thought and background (Milkman, et
al, 2009).

2.4.4 Broader Talent Pool

A commitment to inclusivity attracts a more diverse talent pool. This can lead to a wider
range of skills and experiences within the organization (Holck and Stjerne). Employees are
more likely to stay with an organization that is inclusive and provides opportunities for
growth and development. Therefore, helps employees align their personal and professional
goals with the organization's objectives, leading to higher motivation and productivity
(Sherafat & Khaef Elahi, 2018).

2.4.5 Compliance with Regulations

Inclusive HRM practices can help organizations comply with legal and regulatory
requirements. This reduces the risk of legal issues and fosters a positive relationship with
regulatory bodies. (Thornthwaite & O’Neill, 2023). Proactively engaging with regulators and
demonstrating a commitment to inclusive practices may lead to a more cooperative approach
during audits or inspections. Inclusive HRM practices often involve training programs that
promote understanding and compliance with organizational policies and legal requirements
(Shore, et al, 2018). This helps employees and managers stay informed about their
responsibilities, reducing the risk of unintentional non-compliance.

2.4.6 Competitive Advantage

Having inclusive HRM practices can lead to increased customer understanding due to a
diverse workforce can better understand and connect with a diverse customer base. This can
lead to improved customer relations and a better understanding of market needs and

43
ultimately lead to competitive edge (Schuler and MacMillan, 1984). Moreover, inclusive
teams can approach problem-solving in various ways, leading to more comprehensive and
effective solutions leading the organization to stay competitive in a dynamic business
environment and adapt to technologicaladvancements,(Albrecht,etal,2015).

2.5 Challenges in Implementing Inclusive HRM practices

In today's global business environment, fostering a culture of inclusivity is not only ethically
right, but it is also a strategic necessity. An inclusive workplace not only boosts employee
morale and productivity but also attracts a wider pool of talent and enhances the
organization's reputation. However, implementing an inclusivity strategy is a complex
process that requires a deep understanding of the organization's culture, employee behaviour,
and external factors such as legal considerations.

2.5.1 Resistance to Change

According to García-Cabrera, et al (2016) employees and leadership may resist changes to

existing HRM practices, especially if they are accustomed to traditional approaches.
Resistance can hinder the successful implementation of inclusive practices.

2.5.2 Unconscious bias

Biases that are unconscious may affect hiring, promotion, and performance review decisions.
While it can be difficult to completely eradicate these biases, their effects can be lessened by
awareness-raising and training (Chamberlain, 2016).

2.5.3 Inadequate Training

Employees and managers may not be adequately trained on inclusion. Without proper
education, individuals may inadvertently perpetuate biases or engage in discriminatory
behaviours. Effective training on inclusivity can be hard to ensure more so that
comprehensive training cannot be a one-off solution but needs to be a continuous process to
create an inclusive environment (Arora and Patro, 2021).

44
2.5.4 Insufficient Resources

Start-ups and even established organisations often struggle to allocate resources for
inclusivity initiatives. They are usually more focused on growth and survival; thus, they
might lack funds for inclusion training and activities or may not have dedicated personnel to
handle these tasks (Teclemichael-Tessema and Soeters, 2006).

2.5.5 Lack of Measurement and Accountability

Without clear metrics and accountability mechanisms, it is challenging to assess the

effectiveness of inclusive HRM practices (Hall, et al, 2003). Assessing the effectiveness of
inclusivity strategies can be a complicated task. For instance, how to measure fewer tangible
aspects of inclusivity, like microaggressions and feelings of belonging among employees.
Establishing key performance indicators and regularly evaluating progress is vital for making
informed adjustments. Assessing the effectiveness of inclusivity strategies can be a
complicated task.

2.5.6 Lack of Leadership Commitment

The commitment and support of top-level leadership are essential for the success of inclusive
HRM practices. If leaders are not actively involved or do not set an example, it can be
challenging to create a truly inclusive culture (Aladwan, et al, 2015). The absence of
commitment from top leadership towards inclusivity can led to a toxic culture.

CHAPTER 3

3.1 Introduction

45
This chapter provides the research methodology for the proposed study. This chapter will
start by providing a detailed description of the overview of the methodology-Saunders Onion
and research philosophy employed in this study. In addition, the chapter will also explain
how the necessary data and information to be collected will address the research questions
and objectives, and how the data will be collected, and analyzed. This chapter will also
highlight key elements such as the study design, population, sampling techniques, sample
size, ethical considerations, instruments for data collection, data collection and analysis
procedures.

3.2 Overview of the methodology

It is important for any researcher to outline the principle of an enquiry as an intellectual

puzzle with a clear set of questions to be answered by the research (Mason, 2002). To provide
credibility to any research work done a methodology is described so as to provide insight into
the rationale for the study including the methods and data collection. In this research Mark
Saunders research onion approach will be adapted (Saunders, et al, 2009).

Figure 10 Saunders Research Onion

46
Adapted from Saunders, et al (2009)

3.3 Research philosophies

When conducting research, there are certain questions that a researcher must consider, for
example, ‘how to research’ and ‘what to research’, however the most central question that
guides the entire process of research and alludes to the answers to those questions is ‘why
research’ (Holden, 2004). Though there may be a variety of answers to those questions,
research philosophy answers those questions and plays a significant role in giving the
researcher an understanding of the angle to approach research far beyond issues of
practicality and academic interest (Holden, 2004). A research philosophy follows a belief or a
way in which data should be collected, analyzed, and used. Saunders onion prescribes four
research philosophies as follows:

3.3.1 Positivism

This philosophy asserts that knowledge should be based on observable and measurable

47
phenomena. The view is that the world is external and objective assuming that everything can
be proved and known. Positivists believe that reality is stable and can be observed and
described from an objective viewpoint, that is, without interfering with the phenomena being
studied (Levin, 1988). crux of this school of thought is that the social world exists externally
to the researcher, and that its properties can be measured directly through observation.
However Babbie (2010) points out that early positivist social scientists assumed that social
reality can be explained in rational terms because people always act rationally. He argued to
the contrary that people do not always act rationally. Nonetheless, even non-rational behavior
could be rationally understood and predicted. He further alleges that everybody acts, thinks
and interprets subjectively to a certain extent. Saunders, et al (2009) argued that rich insights
into this complex world are lost if such complexity is reduced entirely to a series of law-like
generalizations.

In the context of the role HRM practices in creating an inclusive workplace at Statistics
Botswana, a positivist approach might involve collecting quantitative data through surveys or
statistical analysis to measure the impact of specific HRM practices on inclusivity metrics
such as employee satisfaction, diversity representation, and retention rates.

3.3.2 Interpretivism

Interpretivism contrasts with positivism as it holds a position that the view of the world is
subject and open for interpretation (Mason,2002). The philosophy is based predominantly
approach on qualitative data where the researcher seeks to gain an in depth understanding of
the phenomena through a subjective understanding of the reality observed. Data is normally
captured from expectations and experiences and draws meaning interpreting from the results
through a subjective understanding of the reality in view of the effects of the surrounding
environment (Saunders, et al, 2009). An interpretivist approach emphasizes understanding the
subjective experiences and meanings individuals attach to their workplace experiences.
Qualitative methods such as interviews, focus groups, or ethnographic observations could be
used to explore employees' perceptions of inclusivity, their experiences with HRM practices,
and the organizational culture at Statistics Botswana.

3.3.3 Realism
The philosophy of realism combined the positivism and interpretivism philosophies in trying

48
to understand the impacts of a wider social (Novikov and Novikov, 2013). According to
Saunders, et al (2009) the approach is made up of three components which are: reality
(existence whether we understand or possess experience of that which we deem real), actual
(outcome of what happens after the structure has been applied and empirical (the
experience). This philosophy recognizes the existence of an objective reality while
acknowledging that our understanding of it is mediated by social structures and power
dynamics. In the context of creating an inclusive workplace at Statistics Botswana, research
conducted from a critical realist perspective might investigate how HRM practices both
reflect and influence broader societal norms and power structures within Statistics Botswana,
particularly concerning inclusivity and diversity initiatives.

3.3.4 Pragmatism
Pragmatism emphasizes the practical implications of research findings and advocates for
using whichever methods are most appropriate for addressing the research question at hand
This relies mostly on intuition desire of the researcher to study an area of interest using both
qualitative and quantitative approaches generally in the line of social management (Saunders,
et al, 2009). Pragmatists tend to focus on real-world consequences, empirical evidence, and
practical results when evaluating ideas or making decisions. This pragmatic outlook often
involves a willingness to adapt beliefs and methods based on changing circumstances and
new information (James, 2020). A pragmatic approach to studying the role of HRM practices
at Statistics Botswana might involve combining quantitative and qualitative methods to gain a
comprehensive understanding of inclusivity in the workplace and to identify actionable
recommendations for improving HRM practices.

In the case of studying HRM practices at Statistics Botswana, a mixed-methods approach that
combines elements of positivism and interpretivism may offer a balanced perspective on both
quantitative outcomes and qualitative insights into employee experiences and perceptions.
Combining these two approaches can provide a comprehensive understanding of the
relationship between HRM practices and inclusivity at Statistics Botswana, capturing both
quantitative evidence of outcomes and qualitative insights into the lived experiences of
employees. Additionally, incorporating critical theory perspectives could further deepen the
analysis by examining power dynamics, structural inequalities, and the potential for
transformative change within the organization's HRM framework.

49
3.4 Research Approach

Saunders onion outlines two research approaches that are deductive and inductive models.
According to Mason (2002) the deductive approach begins with a theory that is then
narrowed to a hypothesis. The observations and data results are therefore used as a
confirmation. The deductive approach is more in line with the positivism philosophy. The
inductive paradigm starts with an observation of particular patterns. A tentative hypothesis
may arise, and this may result in a theory about the observations, and it is aligned more
towards interpretivism (Mason, 2002).

Figure 11 Summary of Deductive versus Inductive

Deductive Inductive

Theory Observation

Hypothesis Pattern

Observation Tentative hypothesis

Confirmation Theory

Adapted from Saunders, et al (2009)

3.4.1 Deductive research approach

Deductive research typically starts with a theory or hypothesis and then collects data to test
that theory. In the context of the role of HRM practices in creating an inclusive workplace at
Statistics Botswana, a deductive approach will involve starting with existing theories or
frameworks about HRM practices and inclusivity, then designing research to test whether
those theories hold true within the context of Statistics Botswana.

Drawing upon the Resource-Based View (RBV) and Social Exchange Theory from Chapter
2, this study proposes that effective HRM practices act as valuable resources that enable
organizations, such as Statistics Botswana, to cultivate an inclusive workplace culture.

50
According to RBV, human resources, including diverse talent, skills, and knowledge, are a
source of competitive advantage for organizations. Hence, by strategically managing HRM
practices, such as recruitment, training and development, and work-life balance,
organizations can leverage their human capital to foster inclusivity, leading to improved
organizational performance and employee well-being.

Furthermore, Social Exchange Theory suggests that employees' perceptions of fairness and
reciprocity in their interactions with the organization influence their attitudes and behaviors.
Thus, when organizations implement HRM practices that prioritize equity, respect, and
recognition of diversity, employees are more likely to reciprocate with higher levels of
commitment, engagement, and cooperation. Consequently, a positive social exchange within
the workplace contributes to the development of a supportive and inclusive environment
where all employees feel valued, respected, and empowered to contribute their unique
perspectives and talents.

Hence, based on the RBV and Social Exchange Theory, this study hypothesizes that:

Hypothesis 1: Effective HRM practices, including recruitment and selection, training and
development, performance management, career and succession planning, and equal
employment opportunities, positively influence the creation of an inclusive workplace
environment at Statistics Botswana.

Hypothesis 2: Employees' perceptions of fairness and equity in HRM practices mediate the
relationship between HRM practices and workplace inclusivity at Statistics Botswana.

By testing these hypotheses, this research aims to provide empirical evidence supporting the
pivotal role of HRM practices in shaping organizational culture and fostering inclusivity,
thereby contributing to both theoretical advancement and practical implications for HRM
professionals and organizational leaders.

3.4.2 Inductive research approach

Inductive research, on the other hand, involves gathering data first and then generating
theories or hypotheses based on patterns observed in the data. In the context of role of HRM

51
practices in creating an inclusive workplace at Statistics Botswana, an inductive approach
will involve collecting data on HRM practices and employee experiences of inclusivity, then
analyzing that data to identify patterns or themes that could inform new theories or
understandings about how HRM practices contribute to inclusivity. This will then be used as
a basis of recommendation to Statistics Botswana.

3.5 Research Strategy

The research strategy describes how the researcher intends to carry out the work (Saunders et
al, 2009). The research strategies options constitute the third layer of Saunders, et al, (2009)
onion layer. The aim of the different strategies employed by the research is to choose a
method to investigate the research questions and objectives. Different methods that optional
for use are;

3.5.1 Experimental research

Experimental research refers to the strategy of creating a research process that examines the
results of an experiment against the expected results. It can be used in all areas of research,
and usually involves the consideration of a relatively limited number of factors (Saunders et
al., 2009). Experimental research involves manipulating one variable (the independent
variable) to observe a change in another variable (the dependent variable) – in other words, to
assess the relationship between variables. The purpose of experimental research is to support,
refute or validate a research hypothesis. This research strategy follows the principles of the
scientific method and is conducted within a controlled environment or setting (Saunders, et
al, 2009).

3.5.2 Action Research

Reflective progressive way of problem solving where individuals worth together in teams as
part of a community or a practice to improve or address issues or problems. This form of
research is common in professions such as teaching or nursing, where the practitioner can
assess ways in which they can improve their professional approach and understanding (Wiles
et al, 2011). This strategy is used mainly to find the solution that can be used to solve a
certain problem.

52
3.5.3 Grounded theory

Grounded theory is all about letting the data speak for itself. In other words, in grounded
theory, the data is let to inform the development of a new theory, model or framework
(Saunders, et al,2009). True to the name, the theory that is developed is grounded in the data.
Grounded theory is therefore very useful for research into issues that are completely new or
under-researched.

3.5.4 Ethnography

According to Creswell (2013) ethnography involves observing people in their natural

environments and drawing meaning from their cultural interactions. Deals with the study of
culture and their processes using multiples ways of research such as observations (within or
external), historical data such as documented people, events and artefacts. The objective with
ethnography is to capture the subjective experiences of participants, to see the world through
their eyes (Creswell, 2013).

3.5.5 Archival research

An archival research strategy draws from materials that already exist, and meaning is then
established through a review of this existing data (Saunders, et al,2009). This method is
particularly well-suited to historical research and can make use of materials such as
manuscripts and records.

3.5.6 Survey

This makes use of questioners or statistical surveys to collect data about people ‘s behavior
and thoughts. Survey strategy of the research onion is often linked with the deductive
approach. It is one of the finest and economical research strategy. You can collect rich and
reliable data through this method. Surveys tend to be used in quantitative research projects
and involve sampling a representative proportion of the population (Bell, et al, 2022). The
Survey strategy is mostly used to observe contributing variables among different data. It
permits the collection of vast data that will be used to answer the research question.

53
3.5.7 Case Study

This strategy is focused on a one or more people or a single area. It can offer an insight into
the specific nature of any example and can establish the importance of culture and context in
differences between cases (Silverman, 2013). Case study research is the assessment of a
single unit to establish its key features and draw generalizations (Bryman, 2012). A case
study allows researchers to draw deduction regarding relationships amongst elements and
variables of what is being studied (Tellis, 1997). This helps in understanding the subject
matter through literature and benchmarking for better informed conclusions and
recommendation.

The survey strategy will be used for this research so as to obtain better understanding of the
role of HRM Practices in creating an inclusive workplace by gathering employees’
perceptions and conduct interviews with HR managers, employees, and other stakeholders to
gain deeper insights into HRM practices and their effectiveness. Statistics Botswana as a case
study strategy will be used in the research of strategic issues. It is an ‘’in depth study of a
single individual, group, incident or community’’ (Silverman, 2013). Statistics Botswana as a
case study will allow the researcher to draw on literature to explain the observations and
finally reach a conclusion and a point of recommendation.

3.6 Research Choices

This is the fourth layer of the research onion, it is also known as research choice. This layer
helps the researcher to know whether it is fine to combine both quantitative and qualitative
methodology or to use only one methodology. According to Saunders et al (2009), there are
three outlined choices in the research onion that includes the Mono, Mixed and Multi method
research choice or approach.

Mono method; when using this method the researcher is required to gather one type of
information; that is using either quantitative or qualitative methodology. They cannot
combine the two.

Mixed method; this method permits the researcher to combine quantitative and qualitative

54
methodology in a research to create a precise set of data. According to Flick (2015), the
mixed method combines methods to create a single dataset while the multi method is used
where the research is divided into segments; with each producing a specific data set.

Multi-method; this method is similar with the mixed method because the two combines
quantitative and qualitative methodology in a study. Although they are similar but still have
their differences. While mixed method combines methodology to establish particular set of
data, multi-method does not.

Figure 12 An Illustration of the Research Choices

Research
Choices

Multiple
Mono method Mixed Methods
Method

Mixed Methods Qualitative Quantitative

Multi Methods
Method Method

Multi - methods Multi- Methods Mixed method Mixed Model

qualititative quantitative
Research Research
studies studies

Adapted from Saunders et al, (2009)

In reference to this research mixed methods research will be suitable as it combines elements
of qualitative and quantitative research approaches involving philosophical approaches (Clark
and Creswell, 2008). The enquiry uses these viewpoints to widen the purpose of breath and
the depth of understanding and collaboration to answer the research objectives. For
quantitative research - this is will be made up of narrative and detailed information which
involves personal experience, believes, perspectives and an understanding of meaning of
employees of Statistics Botswana attribute towards HRM Practices and inclusivity in the
workplace. For qualitative research, the interviews or focus groups with employees will be
conducted with HR professionals, and managers to gain deeper insights into their experiences
and perceptions regarding HRM practices and inclusivity. Focus on open-ended questions to

55
allow for rich qualitative data.

3.7 Research Time zones

The research zones address whether the research will represent a ‘snapshot’ or a detailed’
diary’ view of the study. The snapshot represents a cross – sectional time zone whilst the
diary refers to longitudinal time zone.

Longitudinal study: Refers to study involving multiple repetitions of the same thing at
different time frames. Normally this is useful in the study of the change and development that
take place in different periods (Goddard and Melville, 2004).

Cross – sectional study: This is used when time is a constraint and there is insufficient time
to carry the research. The cross-sectional time horizon is the one already established,
whereby the data must be collected. This is used when the investigation is concerned with the
study of a particular phenomenon at a specific time.

For this study cross – sectional survey questionnaire will be employed to collect data from
employees across different levels and departments within the organization. The survey should
include questions about their perceptions of HRM practices (e.g., recruitment and selection,
training and development, performance management) and the inclusivity of the workplace.
Furthermore, interviews or focus groups with employees, HR professionals, and managers to
gain deeper insights into their experiences and perceptions regarding HRM practices and
inclusivity will be conducted.

3.8 Data collection methods and tools

Data in research refers to information that is intended for use in decision making. It may be
categorised as primary and secondary data. In the case of this research qualitative and
quantitative primary data will collected from the employees, HR Professionals and
management through the questionnaires and interviews via sampling.

3.8.1 Primary data collection

56
A simple random sample whereby each employee at Statistics Botswana offices customer
would have an equal chance of being selected will be used. The sample will allow the study
to be carried within the limited time constraints as it would be time consuming and costly to
carry out the research among all employees. The questionnaire tool will consist a series of
questions designed to collect data because it seems to be the most appropriate and practical
tool with consideration of cost, affordability, time factor and ability to capture more
responses. It also has standardized answers to make the compilation of data simple and
manageable.

A purposeful sampling will be used to conduct interviews for HR Professionals and

management based on specified characteristics. This will allow for selection of participants
who are most likely to provide rich and relevant information based on their roles,
experiences, and expertise in HRM practices and inclusivity. By targeting specific groups
such as HR professionals, and managers, I can ensure a diverse range of perspectives that are
essential for a comprehensive understanding. Through purposeful sampling, I can engage
with individuals who have first-hand experience with the subject matter. This will enable me
to delve deeper into their experiences, perceptions, and attitudes regarding HRM practices
and inclusivity. Open-ended questions further facilitate the exploration of nuanced
perspectives, allowing participants to express themselves freely and provide rich qualitative
data. Furthermore, purposeful sampling will enhance the validity and credibility of my
research findings by ensuring that participants possess relevant knowledge and experiences
related to the research objectives. This increases the likelihood of obtaining accurate and
meaningful data that can inform decision-making and drive organizational change initiatives.

3.8.2 Secondary data

Secondary data uses primary data to provide reports on findings made through breaking
down, analysis, evaluation and interpretation of both primary and other secondary sources
such as but not limited to; formal publications, journals, encyclopaedias, books ,literature
reviews, commentaries, research articles in all subject disciplines , commentators , book
critics and many more (Stacks, 2016). The literature review on HRM practices and inclusivity
was used as secondary data. This was a source of background information on previous
research done and other case studies to be used as benchmark for this research as referral

57
material. Other secondary data included information from the organization website and
annual reports from Statistics Botswana and HR Manual. According to Johnston (2014) the
major advantage of secondary data is economics as its use is less costly and less- time
consuming than collecting primary data. The disadvantage of secondary data is that at times
there is limited availability of information relevant to the research study.

3.9 Ethical considerations

According to Green (2000) in the field of research, ethics are the rules governing what is
considered to be good and bad practice. Ethical clearance will be obtained from the Office of
Research and Development at the University of Botswana. A letter will also be written
Statistics Botswana to request permission to conduct the study within the institution.
Individuals wishing to participate will be provided with an informed consent form with
detailed information about the study. The consent section will explain information about the
purpose, procedures, risks and benefits of the study and contact details of the researcher and
heads of overcite organizations for the protection of human subjects in research. Participants
will also be informed that their participation is voluntary. They will also be informed that
their information will be held with utmost confidentiality. No identifiers will be detailed in
their data forms, and only numbers will be used for labelling the forms. Data will not be
linked to any one individual but will be reported as aggregates. No harm is anticipated
because of their participation in the study. However, all actions will be taken to protect
participants from any harm.

3.10 Conclusion

This chapter has described the Saunders research onion framework within which the study is
going to be developed by providing details on the research design and details of the
methodology used to carry out the research. The methodology adapted in the current study
takes a combination of elements of positivism and interpretivism standpoint, whilst the
research method is mixed methods. Questionnaires and interviews will be used during the
data collection process, simple random and purposeful sampling will be employed to
administer them. The next chapter will be data analysis of the data collected from the
questionnaires.

58