While literature cites several distinct studies on workforce diversity and employee well-being (EWB), attention to their combined significance has been limited. Extant work highlights cognitive outcomes of diversity, while its impact on affect-related outcomes is underexplored. The purpose of this paper is to examine how employee perceptions of diversity (based on surface and/or knowledge attributes) influence their well-being and how perception of inclusion mediates this relationship.,In total, 248 full-time employees from large organizations across varied industries in India have participated in this survey-based study.,Structural equation modeling results indicate surface and knowledge diversity to significantly impact EWB. Surface diversity adversely affected well-being, while knowledge diversity had favorable impact. Besides, inclusion was found to be a significant mediator between knowledge diversity and well-being but not between surface diversity and well-being.,Present study explores the diversity–well-being link through the lens of perceived inclusion. Future research should consider contextual factors that will influence these relationships.,Managerial nudging can enhance employee self-control, intrinsic motivation and well-being. Further, managers should note how knowledge diversity aids in well-being toward constructive cross-functional synergy building.,Study conceptualizes diversity from Indian social and employment perspectives, while incorporating inclusion as a contextual factor currently under-researched empirically in the Indian context. Further, the authors contribute to the limited literature on affect-related effects of diversity.

中文翻译：

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感知多样性和员工福祉：包容性的中介作用

尽管文献引用了有关劳动力多样性和员工福利（EWB）的几项不同研究，但对它们的综合意义的关注仍然有限。现存的工作突出了多样性的认知结果，而其对与情感相关的结果的影响尚未得到充分研究。本文的目的是研究员工对多样性的看法（基于表面和/或知识属性）如何影响他们的福祉以及包容性的看法如何调节这种关系。总共，来自大型组织的248名全职员工印度各行各业都参与了这项基于调查的研究。结构方程建模结果表明表面和知识的多样性对EWB产生了重大影响。地表多样性对幸福感产生不利影响，而知识多样性则产生有利影响。除了，发现包容性是知识多样性与幸福感之间的重要中介，但不是表面多样性与幸福感之间的重要中介。，本研究通过感知包容性的视角探索了多样性与幸福感之间的联系。未来的研究应考虑会影响这些关系的背景因素。管理人员的推动可以增强员工的自我控制能力，内在动力和幸福感。此外，管理人员应注意知识多样性如何帮助人们建设性的跨职能协同效应。此外，作者对有关与情感相关的多样性影响的有限文献做出了贡献。