Authors:
Manisha Semwal, Kolachina Srinivas, Kunal Gaurav, Rajesh Ranjan

Addresses:
Department of Management Sciences, Graphic Era (Deemed to be University), Dehradun, Uttarakhand, India. Department of Management, Skyline University, Kano, Nigeria. School of Business, Dr. Vishwanath Karad-MIT World Peace University, Pune, Maharashtra, India. Faculty of Economic and Business Sciences, Universidad Panamericana, Zapopan, Mexico.

Abstract:

This study investigates the impact of ethnic diversity and psychological safety on inclusion outcomes in multicultural workplaces for employees in Ahmedabad, India. After 267 people completed a standardised questionnaire, RStudio multiple linear regression was used to examine the expected relationships. A 5-point Likert scale was used to rate the main ideas. Ethnic diversity and psychological safety enhance employees' feelings of inclusion, indicating that when diverse ethnic groups are represented and experience psychological safety, they are more inclined to feel valued and included within the organisation. 3D scatter plots and regression line graphs made the statistical results clearer by showing the strength and direction of these associations. The research underscores the significance of diverse representation and fostering a climate in which employees feel secure enough to articulate ideas, voice concerns, and engage without fear of penalties. This research is distinctive for its contextual emphasis on a growing economy and the use of empirical statistical modelling to examine inclusion dynamics. To create globally responsive, psychologically secure, and ethnically inclusive workplace solutions, future research should expand this methodology across many regions, industries, and demographic categories.

Keywords: Ethnic Diversity; Psychological Safety; Inclusion Outcomes; Multicultural Workplaces; Statistical Results; Diverse Employees; Changing Economies; Cultural Heterogeneity.

Received on: 17/12/2024, Revised on: 09/03/2025, Accepted on: 22/06/2025, Published on: 07/01/2026

DOI: 10.69888/FTSML.2026.000589

FMDB Transactions on Sustainable Management Letters, 2026 Vol. 4 No. 1, Pages: 26-34

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