Belonging in the workplace: Methodology for fair and equitable data analysis

ABSTRACT

To remain globally competitive, the Canadian mining industry requires sustainability protocols to enhance the hiring and retention of diverse and underrepresented employees. Belonging in the workplace acts as a bridge, but literature demonstrates bias in current survey analysis practices that reinforces status quo and favors homogeneous groups. Using mediation analysis, this research investigated how an employee’s intersections of identity (gender, ethnicity, and career level) influence belonging in the workplace perception. Data from 3,508 participants from 13 Toronto Stock Exchange listed companies were used to evaluate perceived organizational belonging through five validated indicators (comfort, connection, contribution, psychological safety, and well-being). Using multiplicative analysis, we explored how employees’ intersecting identities change their perception of belonging in the workplace. Study results show clear direct and indirect effects when intersections of identity are accounted for. With the intersections of identity frequently misunderstood in survey analysis and the workplace, this research explores how status quo decisions lead to exclusion and turnover of underrepresented employees. Applying mediation analysis explains the variance in perception of belonging in the workplace and provides insight into the distortions of workplace experience while providing support for sustainability protocols.

RÉSUMÉ

Pour rester compétitive au niveau mondial, l’industrie minière canadienne a besoin de protocoles de durabilité afin d’améliorer l’embauche et le maintien en poste d’employés diversifiés et sous-représentés. L’appartenance au milieu de travail sert de pont, mais la documentation démontre que les pratiques actuelles d’analyse des sondages sont biaisées et qu’elles renforcent le statu quo et favorisent les groupes homogènes. À l’aide d’une analyse de médiation, cette recherche a étudié comment les intersections de l’identité d’un employé (sexe, ethnicité et niveau de carrière) influencent la perception de l’appartenance au lieu de travail. Les données de 3 508 participants de 13 entreprises cotées à la Bourse de Toronto ont été utilisées pour évaluer la perception de l’appartenance organisationnelle au moyen de cinq indicateurs validés (confort, connexion, contribution, sécurité psychologique et bien-être). À l’aide d’une analyse multiplicative, nous avons exploré la façon dont les identités croisées des employés modifient leur perception de l’appartenance au lieu de travail. Les résultats de l’étude montrent des effets directs et indirects clairs lorsque les croisements d’identités sont pris en compte. Les intersections de l’identité étant souvent mal comprises dans l’analyse des enquêtes et sur le lieu de travail, cette recherche explore la manière dont les décisions de statu quo conduisent à l’exclusion et à la rotation des travailleurs sous-représentés. L’exclusion et la rotation des employés sous-représentés. L’application de l’analyse de la médiation explique la variance de la perception de l’appartenance sur le lieu de travail et donne un aperçu des distorsions de l’expérience sur le lieu de travail, tout en apportant un soutien aux protocoles de durabilité.

KEYWORDS:

• Belonging
• Employee retention, Equity
• Governance
• Intersectionality
• Leadership
• Mediation analysis
• Mining
• Organization
• Statistical treatment
• Survey data
• Sustainability

MOTS-CLÉS:

• analyse de médiation
• appartenance
• direction
• données d’enquête
• durabilité
• équité
• exploitation minière
• gouvernance
• intersectionnalité
• la rétention des employés, organisation
• traitement statistique

DISCLOSURE STATEMENT

No potential conflict of interest was reported by the authors.

REVIEW STATEMENT

Paper reviewed and approved for publication by the Health and Safety Society of the Canadian Institute of Mining, Metallurgy and Petroleum.

DECLARATION OF CONFLICTING INTERESTS

The authors declare no potential conflict of interest with respect to the research, authorship, and/or publication of the paper.

DECLARATION OF WRITING

AC devised the project and the main conceptual ideas and proof outline, developed the theoretical framework, and conducted the literature review. AC and JH were involved in planning and supervising the work. AC, AR, EDS, SM, CM, and HM provided critical feedback on the literature review and helped shape the research. AC proposed the experiments in discussions with EDS, AR, CM, SM, HM, and JH, with all authors contributing input to the discussions. AC and EDS performed data analysis. AC, EDS, and AR contributed to results interpretation. AC was lead author, and AR was secondary author, with discussion meetings with EDS, SM, CM, HM, and JH. EDS and AC designed the figures and tables and wrote the results section. AC, AR, and EDS, in consultation with JH, contributed to review and editing, with all authors contributing to discussion and commenting on the full manuscript.

ETHICS APPROVAL AND CONSENT TO PARTICIPATE

There are no ethical issues associated with this manuscript.

Additional information

Notes on contributors

A. D. Carter

A. D. Carter, a Neuroscience-based Senior Consultant and EDIB Strategist, holds a Master of Arts degree in Organizational Psychology. She leads belonging in the workplace research at Adler University as an Adjunct Professor. Her 2021 research innovatively mapped belonging’s impact, measurement, and tactics, bridging EDI initiatives with high performance. Andrea’s validated Belonging at Work Instrument transforms corporate culture and governance, influencing multiple industries to sustain positive change.

A. W. Richardson-Bryant

A. W. Richardson-Bryant is an Industrial and Organizational Psychology doctoral candidate at Adler University. She earned a JD, Master of Laws, and has over 30 years of experience in employment matters and organizational policies and processes. Mrs Richardson-Bryant’s foci include mutual inclusion, psychological safety, and increased organizational performance and productivity.

E. Da Silva

E. Da Silva is a Master of Industrial and Organizational Psychology with concentration in Data Science candidate at Adler University. Currently an operations coordinator, he is interested in applying his data science and analytics skills to EDI. He enjoys project and people management, business analysis, research and analysis, and business process improvement.

S. Mutilva

S. Mutilva, an Organizational Leadership PhD candidate at Adler University, specializes in the impact of artificial intelligence on women’s health. She is a Toronto Metropolitan University lecturer, entrepreneur, and healthcare expert with an Executive MBA and a Bachelors in Midwifery. Sandra advocates for women in leadership and healthcare innovation, with notable leadership roles and awards.

C. Melgar

C. Melgar is an Industrial Organizational Psychology PhD candidate at Adler University specializing in diversity and inclusion and the transformation of transgenerational employee communication, as well as agile integration changes in traditional business models. Catalina advocates for diversity in the workplace and improving employee well-being.

H. Mohamed

H. Mohamed is an Organizational Psychology PhD candidate at Adler University. She comes from a marketing background with extensive educational experience, possessing a Master of Marketing degree from Schulich School of Business (2022) and a Bachelor of Commerce specializing in retail management from Ted Rogers School of Management, Toronto (2020).

J. Halbert

J. Halbert is Program Director for the Master of Arts in Organizational Psychology at Adler University. He holds a PhD in Industrial Organizational Psychology and a Master’s in General Psychology. Dr Halbert’s background includes academic leadership, clinical and educational research, faculty development, and course design.