The Identity Harmony Model of Inclusion: Development and Test of a New Theory
type: CreativeWork
description: The concept of inclusion holds unrealized potential as a guiding framework for supporting employees of all identities in achieving their potential at work and improving organizational diversity. The underdevelopment of the concept’s definition, theoretical foundation, measures, and expected outcomes has hindered its positive impact. For example, scholarly attention has focused primarily on social identity theories to define inclusion at the group level, leaving other identity types and theories underexplored. To help address these issues, Article One of this two-article dissertation synthesizes identity, self-determination theory (SDT), and inclusion literature to provide a theoretical basis for the new identity harmony model of inclusion (IHMI). Under this model, employees’ experience of inclusion emerges from two main factors: (a) the development of strong, well-internalized work identities (e.g., role, group, organizational identities), which enable employees to feel socially embedded, effective, and valued, and (b) the integration of work identities with important nonwork identities (e.g., race, gender, family role, personal values) to achieve harmonized relationships among them. The satisfaction of employees’ psychological needs for autonomy, relatedness, and competence (as defined by SDT) catalyzes both factors which, together, generate subjective experiences and behaviors that derive from a more authentic, integrated sense of self at work—which the IHMI regards as the experience of inclusion and a predictor of optimal functioning. In Article One, I build the IHMI’s theoretical foundation and then propose two essential inclusive practices: (a) employer-employee partnering in the identity negotiation process necessary for employees to develop high-quality, integrated work identities and (b) supportive leader-follower relationships, defined by the extent to which employees experience need satisfaction and self-determined work motivation. I also discuss future di…
abstract: The concept of inclusion holds unrealized potential as a guiding framework for supporting employees of all identities in achieving their potential at work and improving organizational diversity. The underdevelopment of the concept’s definition, theoretical foundation, measures, and expected outcomes has hindered its positive impact. For example, scholarly attention has focused primarily on social identity theories to define inclusion at the group level, leaving other identity types and theories underexplored. To help address these issues, Article One of this two-article dissertation synthesizes identity, self-determination theory (SDT), and inclusion literature to provide a theoretical basis for the new identity harmony model of inclusion (IHMI). Under this model, employees’ experience of inclusion emerges from two main factors: (a) the development of strong, well-internalized work identities (e.g., role, group, organizational identities), which enable employees to feel socially embedded, effective, and valued, and (b) the integration of work identities with important nonwork identities (e.g., race, gender, family role, personal values) to achieve harmonized relationships among them. The satisfaction of employees’ psychological needs for autonomy, relatedness, and competence (as defined by SDT) catalyzes both factors which, together, generate subjective experiences and behaviors that derive from a more authentic, integrated sense of self at work—which the IHMI regards as the experience of inclusion and a predictor of optimal functioning. In Article One, I build the IHMI’s theoretical foundation and then propose two essential inclusive practices: (a) employer-employee partnering in the identity negotiation process necessary for employees to develop high-quality, integrated work identities and (b) supportive leader-follower relationships, defined by the extent to which employees experience need satisfaction and self-determined work motivation. I also discuss future di…
author: Brafford, Anne
keywords: Diversity, Identity, Inclusion, Inclusive leadership, Self-Determination Theory, Business, Diversity, Equity, and Inclusion, Human Resources Management, Organizational Behavior and Theory
date published: 2024-01-01T08:00:00Z
date modified: 2026-07-24T01:40:36Z
provider: Claremont Graduate University
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Claremont Graduate University