Senior Managers’ Perception of Inclusion Management Policy Implementation

The lack of inclusiveness is a problem in managing diversity in today’s workforce. Senior managers are charged with demonstrating leadership commitment to managing diversity and inclusion in the workplace as inclusion concepts go beyond diversity management. The purpose of this hermeneutic phenomenological qualitative study was to explore the lived experiences of 17 senior managers in the New York transportation industry in the implementation of inclusion management programs and policies in the New York transportation industry. The study was grounded in transformational leadership theory. Senior managers’ lived experiences revealed in semi structured interviews that while diversity initiatives are widely adopted, achieving true inclusiveness requires more than a diverse workforce. Data were analyzed using systematic coding for 11 themes. Findings suggested that effective inclusion necessitates leaders modeling inclusive behaviors and integrating inclusion into organizational practices. Inclusiveness fosters an environment where all employees feel genuinely valued and integrated beyond mere demographic representation. Senior managers who actively display their commitment to inclusivity increase employee engagement and satisfaction. A key recommendation for organizations is that inclusion should be incorporated into the organizational culture rather than treated as a standalone initiative. Organizations should implement ongoing employee engagement and feedback mechanisms to ensure that inclusion programs remain relevant and effective. This study has positive social change implications as it created awareness and introduced organizations to the realities surrounding diversity management and how inclusive policies and strategies directly reflect employee productivity.