An exploratory study identifying inclusion profiles and their relationship with well-being and organizational outcomes: a latent profile analysis

Purpose This study aims to identify distinct profiles based on individual perceptions of the social drivers of inclusive workplaces and examine how these profiles relate to well-being and work-related outcomes. Design/methodology/approach A survey was conducted with 1,250 employees, assessing their perceptions of inclusive behaviors from colleagues, supervisors and top management. Measures included affective commitment, well-being, person–organization fit and interpersonal strain at work (ISW). A latent profile analysis was conducted to identify distinct inclusion profiles. Findings Five distinct profiles emerged: Uncaring social drivers, Team inclusion, Balanced inclusion, Marginal inclusion and Spontaneous peer inclusion. Each profile reflects varying levels of inclusion from different organizational actors. Employees in the Spontaneous peer inclusion profile reported the highest affective commitment and well-being levels, alongside the lowest ISW. Those in the Balanced Inclusion profile exhibited the strongest person–organization fit, while employees in the Uncaring social drivers profile experienced the poorest outcomes across all dimensions. Practical implications Companies can implement targeted interventions tailored to the unique needs of employees based on their inclusion profiles. Organizations should prioritize fostering inclusive peer relationships through team-building activities while ensuring alignment of inclusive practices across colleagues, supervisors and top management. This can be achieved by providing leadership training on inclusive behaviors, setting clear diversity goals and incorporating inclusion into daily interactions and strategic decisions. Originality/value This is the first empirical study to employ a person-centered approach to identify distinct profiles of perceived workplace inclusion and to explore their relationships with health and organizational outcomes.