Abstract:

In the context of declining employee engagement and growing political contestation of Diversity, Equity, Inclusion and Belonging (DEIB) initiatives, organisations face increasing pressure to justify the strategic value of inclusive HR practices. This study examines whether employees’ perceptions of organisational DEIB initiatives enhance work motivation and whether this relationship is mediated by the experience of belonging.

Drawing on Self-Determination Theory, Social Exchange Theory and inclusion research, belonging is conceptualised as a key psychological mechanism linking inclusive HR systems to motivational outcomes. Using cross-sectional survey data from 101 employees collected in Germany, regression and mediation analyses were conducted with validated psychometric measures. The results indicate that perceived DEIB initiatives are positively associated with work motivation and that this relationship operates primarily through employees’ sense of belonging.

These findings suggest that DEIB initiatives generate motivational benefits when they foster genuine social embeddedness rather than symbolic compliance. By clarifying how inclusive HR practices translate into employee motivation, the study offers both theoretical insight and actionable implications for HR leaders seeking to strengthen engagement in challenging organisational contexts.

Please choose your submission type: Full Paper

Primary Track: Human Resource Management

Keywords: Diversity and equality

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Ms. Clara Schulte-Vorwick

Biography