Just Sustainabilities: Building Bridges and Breaking Barriers to Empower Employees for Inclusive Workplaces—Evidence from Ghana

Abstract

This study examines the critical role of inclusive, people-centered strategies in driving organizational sustainability, focusing on two key institutions in the Ashanti Region of Ghana: Presbyterian University College (PUC) and Presbyterian Agogo Women’s College of Education (APWCE). Employing a qualitative research design, including 100 interviews, five focus groups, and participant observations, this study investigates employee perspectives on Diversity, Equity, and Inclusion (DEI) practices in the workplace. The findings identify key empowerment strategies—flexible job roles, participatory decision-making, leadership development, and open communication—that enhance employee engagement and commitment to sustainability efforts. The findings also demonstrate employees’ vital role in advancing sustainability through involvement in green initiatives, community engagement, and integrating sustainability into core organizational practices. This contribution intellectually bridges the gap between DEI policies and their practical application, offering a nuanced understanding of how cultural and social dimensions influence sustainability in underexplored contexts like Ghana. It emphasizes aligning organizational values with employee well-being to enhance job satisfaction and retention, presenting actionable strategies for fostering innovation, resilience, and long-term success. The increasing global focus on sustainability and the growing need for inclusive practices in organizational settings underscores the timeliness of this manuscript. It offers a holistic, forward-thinking approach that is especially relevant for organizations navigating post-pandemic workplace dynamics and seeking to align sustainability with equity and inclusivity.

1. Introduction

Sustainability efforts within organizations have traditionally centered on environmental preservation. However, there is a growing recognition of the need to integrate social and cultural dimensions into sustainability practices [1,2,3,4]. A more inclusive approach ensures that the benefits and burdens of sustainability are shared equitably, adapting to diverse organizational contexts. Without addressing social justice, efforts to promote environmental sustainability may unintentionally perpetuate inequality and exclusion. This raises a pivotal research question: Can Just Transitions break down barriers and foster inclusivity in Ghanaian workplaces? If so, what strategies are needed to empower individuals toward creating more equitable and sustainable work environments?

This study explores these essential questions, centering on people-focused strategies emphasizing inclusivity as a cornerstone for achieving sustainability. It examines the intersection of sustainability, diversity, and inclusion, identifying critical barriers to inclusivity and proposing actionable strategies to overcome them. In doing so, this study contributes to the global discourse on sustainability and inclusion by shedding light on the underexplored context of Ghana, where research on workplace sustainability remains relatively sparse. Drawing from case studies, theoretical frameworks, and original research, it offers broader relevance to institutions across the Global South, with practical insights for fostering inclusive and sustainable workplaces.

At the core of any organization, employees play a crucial role in shaping environmental outcomes. Engaged employees drive the adoption of sustainable practices and help promote a shift in organizational culture toward long-term environmental stewardship [5,6]. Employee participation in sustainability initiatives leverages their unique insights, enhancing creativity and the overall effectiveness of these programs. Additionally, workplaces that prioritize sustainability tend to experience higher job satisfaction, particularly among younger workers who value the alignment of personal ethics with organizational values [7,8]. Beyond environmental gains, fostering employee-driven sustainability efforts also enhances an organization’s reputation and reinforces its commitment to environmental and social responsibility.

Scholars have debated the efficacy of top-down sustainability models, with many arguing that empowering employees to take the lead significantly increases engagement and ownership [9,10,11]. When organizations provide employees with the necessary tools and authority, employee-led initiatives can drive innovation and foster a more inclusive, engaged workforce [5,12]. Empowering employees is especially crucial in creating a workplace culture that values inclusivity and ensures that sustainability efforts address environmental and social dimensions.

The COVID-19 pandemic further underscored the need for people-centered approaches in the workplace [13,14,15]. The global health crisis disrupted traditional work environments, prompting the adoption of flexible work arrangements and enhanced digital connectivity to ensure inclusivity and employee well-being. These adaptations provide valuable lessons for the future, informing workplace policies and prioritizing flexibility and inclusivity [16,17,18]. The pandemic’s impact highlights the importance of adaptability in fostering equitable and sustainable workplaces, reinforcing the need to re-envision organizational practices for a post-pandemic world.

This paper examines the intersection of sustainability, diversity, and inclusion at two institutions in Ghana: The Presbyterian University College (PUC)Agogo Campus and the Presbyterian Agogo Women’s College of Education (APWCE). This study identifies key barriers to inclusivity within these institutions through a comprehensive review of existing Diversity, Equity, and Inclusion (DEI) practices. It then proposes practical and actionable strategies for fostering more inclusive and sustainable work environments. By focusing on the role of employees in driving sustainability initiatives, this study advocates for their empowerment as a pathway to more effective programs.

Given the relative scarcity of research on workplace sustainability in this region, the Ghanaian context is particularly relevant to the global conversation on sustainability and inclusivity. The PUC and APWCE case studies reveal unique challenges and opportunities in advancing workplace sustainability, with broader implications for similar institutions across the Global South. In addressing these themes, this research offers a roadmap for creating inclusive and sustainable workplaces, emphasizing the need for holistic, people-centered approaches. The findings underscore the urgency of adopting Just Transitions to advance both environmental goals and social equity, reinforcing the idea that a sustainable future must prioritize the well-being and engagement of all individuals within an organization.

2. Literature Review

2.1. Theoretical Frameworks for Promoting DEI in the Workplace

Once narrowly focused on environmental preservation and economic growth, sustainability increasingly emphasizes social equity and inclusivity. Scholars have noted that marginalized groups often bear disproportionate environmental and economic hardships [1,2,3,4]. This evolving view of sustainability highlights the need for inclusive organizational cultures where sustainability efforts benefit everyone equitably [5,19]. Shifting towards a more holistic approach to sustainability requires workplaces to engage employees meaningfully and foster environments that value diversity, inclusion, and social justice.

At the core of this study lies the theoretical framework of Just Sustainabilities, which integrates social justice into sustainability discourse. This framework emphasizes that true sustainability cannot be achieved without equity. It underscores the need to protect the rights of marginalized workers and communities in the transition toward sustainable futures [1,20]. In countries like Ghana, where social disparities significantly affect access to economic and environmental resources, Just Sustainabilities provides a compelling lens for promoting inclusivity in workplace settings. By integrating social justice into environmental goals, organizations can ensure that sustainability transitions are equitable and inclusive [21]. This study, therefore, applies the lens of Just Sustainabilities to explore how Ghanaian workplaces can integrate inclusivity into their sustainability strategies, ensuring that all employees benefit, regardless of background.

Building on the principles of Just Sustainabilities, models like The Diversity Wheel offer a more nuanced understanding of workplace diversity. This model highlights the intersectionality of identities, showing that individuals experience the workplace differently based on overlapping identity categories [22]. For instance, a Black woman with a disability may face distinct challenges compared to her male or able-bodied counterparts. The Diversity Wheel emphasizes the complexity of identity in the workplace, urging organizations to move beyond surface-level diversity initiatives and to recognize the interconnectedness of their employees’ unique experiences. This model not only highlights visible characteristics like race and gender but also often overlooked factors like socio-economic background and life experiences [23]. For example, addressing gender disparities without considering racial or economic inequality would limit the effectiveness of inclusivity efforts. By encouraging organizations to respond to the varied realities of their workforce, this model becomes particularly critical in diverse settings like Ghana, where cultural, ethnic, and economic diversity is vast yet often underrepresented in organizational leadership.

Complementing The Diversity Wheel is the Inclusion Continuum, which offers a structured pathway for organizations to evolve from basic compliance with diversity regulations to fostering genuinely inclusive cultures. The Inclusion Continuum illustrates how organizations can transition from meeting legal diversity requirements to embedding inclusivity into all aspects of operations [24]. This model’s dynamic, continuous nature shows that inclusivity is not a static end goal but an ongoing process of adaptation and growth. Applying the Inclusion Continuum in Ghanaian workplaces can help organizations evaluate their current inclusivity levels and strategically progress toward greater inclusion.

However, achieving such transformation requires robust change management. Kurt Lewin’s Change Management Model provides a valuable framework for navigating this organizational shift. Consisting of three stages—unfreezing, changing, and refreezing—Lewin’s model emphasizes disrupting the status quo before introducing new, inclusive practices [25]. In the “unfreezing” stage, organizations must address existing barriers to inclusivity, such as entrenched biases or outdated policies. The “changing” phase involves implementing new practices like diversity training or inclusive leadership initiatives, while the “refreezing” stage ensures these changes are integrated into the organizational culture. This model is particularly relevant in Ghana, where resistance to change may stem from deeply rooted cultural norms.

Similarly, Kotter’s 8-Step Change Model offers a comprehensive approach to managing large-scale organizational transformations. It emphasizes the need to create urgency around change, build coalitions of change leaders, and empower employees to take ownership of inclusivity efforts [26]. In Ghanaian workplaces, where hierarchical structures may limit employee participation, Kotter’s model highlights the importance of top-down and bottom-up approaches to fostering a sense of ownership and commitment to inclusivity. Together, these change management models provide a structured way for organizations to embed inclusive practices into their sustainability efforts.

2.2. Case Studies: Global Lessons for Ghana

The theoretical models discussed find practical application in various organizational settings worldwide, offering valuable lessons for Ghana. For example, in the U.S., the Cleveland Clinic’s DEI programs, which promote cultural competence and unconscious bias training, have significantly improved employee satisfaction and patient outcomes [27]. Similarly, the Differences Matter Initiative at the University of California, San Francisco (UCSF) Medical Center has increased diversity among medical staff and enhanced patient care through comprehensive bias training and pipeline initiatives for underrepresented medical students [28]. These initiatives demonstrate the practical benefits of a holistic DEI strategy, focusing on community engagement, research, and education.

Outside the U.S., Avtar, India’s leading DEI solutions firm, has implemented innovative interventions across multiple industries, including IT and banking. These interventions, such as reskilling women on career breaks and supporting underprivileged girls, show the importance of intentionality in DEI efforts [29]. Countries in Africa are also striving to promote DEI in the workplace. With its unique socio-political history, South Africa has made strides in DEI, with organizations embracing affirmative action and DEI training to address unconscious bias and promote mutual respect [30]. These global examples underscore the necessity of context-specific DEI strategies that respond to local cultural, social, and historical factors.

These case studies offer insightful lessons for Ghana. By adopting best practices from these regions, Ghanaian organizations can tailor their DEI efforts to reflect local realities while advancing the principles of Just Sustainability. For example, in Ghana’s diverse cultural and ethnic landscape, focusing on intersectionality and inclusive decision-making, as outlined by The Diversity Wheel and the Inclusion Continuum, would ensure that sustainability initiatives are people-centered and equitable.

A critical component of fostering inclusivity in the workplace is empowering employees to shape organizational culture actively. Participatory decision-making allows employees to contribute to policy formation, enhancing their sense of ownership and commitment to DEI goals [31]. Research shows that employee-led initiatives like resource groups and peer mentoring programs can provide platforms for shared experiences and collective problem-solving [32]. Peer mentoring fosters supportive relationships and enhances cultural competence, creating a ripple effect of inclusion throughout the organization [33].

The literature underscores the importance of integrating social equity and inclusivity into workplace sustainability efforts [34,35]. Organizations can develop more inclusive cultures by applying frameworks such as Just Sustainabilities, The Diversity Wheel, and the Inclusion Continuum. With effective change management strategies and insights from global best practices, Ghanaian organizations can foster sustainable and inclusive environments that benefit all employees. These theoretical insights will inform the subsequent analysis and recommendations for promoting sustainability and inclusivity in workplaces in Ghana.

3. Methodology

3.1. Research Design

This study employed a qualitative research design to gain an in-depth understanding of how employees at the Presbyterian University College (PUC) Agogo Campus and the Presbyterian Agogo Women’s College of Education (APWCE) in the Ashanti Region of Ghana perceive and experience DEI practices. The qualitative approach was chosen because of its strength in exploring complex social phenomena [36]. Through semi-structured interviews, focus group discussions (FGDs), and participant observations, this methodology allowed for the exploration of the nuanced ways in which DEI policies are interpreted and enacted by individuals within these educational settings. Further, this approach is especially suitable for understanding organizational culture and the social dynamics influencing inclusivity. Qualitative research enabled this study to delve into the personal and collective meanings that participants assign to DEI practices. This, in turn, helped to illuminate the broader institutional factors that shape inclusivity within these academic institutions.

3.2. Description of Study Area

Agogo is a town in Ghana’s Asante Akim North district (Figure 1), which serves as the district capital. Covering approximately 1160 km², it represents 4.6% of the Ashanti region’s total land area [37]. The town has urban and rural components, with 53.5% of its population residing in rural areas and the remaining 46.5% in urban centers. Agogo is home to diverse ethnic groups, predominantly the Akan, alongside migrant communities such as the Frafra, Mamprusi, Dagaaba, and Dagomba. The town’s population, estimated at 68,186, is slightly more female (51.2%) than male (48.8%), with a significant proportion of the population being youthful, as 39.9% are under 14 years old [37]. Economically, the district thrives on smallholder agriculture, which employs over 72% of the population. The region is known for producing plantains, yams, rice, other staple crops, and timber and textiles, which contribute to the local economy. Agogo is also within a moist semi-deciduous forest zone, benefiting from a bimodal rainfall pattern supporting its agricultural activities.

The selection of PUC and APWCE as the study sites was pragmatic, given their integral roles in the community’s education system. APWCE, founded in 1931, initially focused on training women teachers and has since evolved into a Women’s Training College offering diploma programs. PUC, established in 2003, addresses higher education needs with business administration, ICT, and healthcare programs, playing a critical role in the socioeconomic development of the Ashanti Region. Both institutions, deeply embedded in the local context, provided an ideal setting for examining how DEI initiatives are understood and implemented in educational environments.

3.3. Data Collection

Data collection occurred over three months, from April to June 2024, utilizing three primary qualitative methods: semi-structured interviews, focus group discussions (FGDs), and participant observation. These methods were chosen for their ability to capture diverse perspectives and provide a comprehensive understanding of DEI practices within the selected institutions. Informed consent was obtained before the interviews. Ethical approval for this study was obtained from the university’s institutional review board. Informed consent was secured from all participants, who were fully briefed on the study’s purpose, the voluntary nature of their participation, the confidentiality of their responses, their right to withdraw at any time without consequence, and how their data would be handled. The anonymity of participants was rigorously maintained, with pseudonyms used throughout the study and identifying details removed from all transcripts and observation notes.

Interviews were conducted with a purposive sample of 100 participants—50 from each institution. This sampling strategy ensured that a wide range of perspectives was included, with participants selected based on demographic characteristics (

Table 1. Socioeconomic and demographic characteristics of participants.

Characteristics	APWCE	PUC
Socioeconomic
Avg age of respondent	46	44
Avg yearly income ($)	7500	7450
Avg household size	3	3
Avg years in occupation	16	18
Avg years of education	20	20
Sex of Respondents
Male	26	25
Female	24	25
Marital Status
Single	4	2
Married	41	39
Divorced	3	4
Widowed	2	5
Education Level
No formal education	0	0
Primary education	0	0
Secondary education	0	0
Tertiary education	50	50

) such as gender, ethnicity, professional role, and length of employment [ranging from newly hired to long-serving employees]. This approach also enabled the inclusion of diverse viewpoints across institutional hierarchies. Each interview was scheduled to last approximately two hours, with the actual duration varying based on participant engagement. Recruitment involved a combination of direct invitations and an open call for participation distributed via emails and bulletin boards. Additionally, information sessions were held to clarify the study’s objectives and the role of participants. Interviews followed a guide developed through pilot interviews and expert consultations, covering key themes such as experiences of inclusion/exclusion, perceptions of DEI policies, sustainability practices, and suggestions for enhancing inclusivity. Although structured, the interview process allowed flexibility for participants to explore topics in-depth, ensuring rich, nuanced responses. Interviews were conducted face-to-face, and video conferencing was used when necessary. All interviews were audio-recorded with participants’ consent, and pseudonyms were assigned to ensure confidentiality.

Five focus group discussions (FGDs) were also conducted, each with 6–8 participants selected to represent diverse institutional roles and experiences. Again, informed consent was secured following ethical protocols, and relevant approvals were obtained from the local authorities. The FGDs allowed for interactive discussions, offering insight into group dynamics around DEI. Each session was conducted in a neutral, accessible location at each institution, lasted approximately two hours, and was moderated by two facilitators—one guiding the discussion and the other taking detailed field notes and managing audio recordings. The FGD guide explored collective experiences of inclusion and exclusion, the practical implementation of DEI policies, and group perceptions of workplace culture. This semi-structured format encouraged organic conversation, allowing participants to engage deeply with the topics while ensuring that key themes were addressed. The research team (including the researcher and field assistants) kept a reflexive journal to record their assumptions, biases, and reflections on their roles and positionality in this study. The team considered how personal beliefs, cultural backgrounds, and social identities could affect data interpretation and participant interactions. To maintain objectivity, we actively sought feedback from the participants and worked to build trust and rapport with them while being mindful of potential power imbalances.

The research team adopted a “moderate participation” approach, immersing us in the campus environment to observe daily interactions related to DEI. This method allowed researchers to capture authentic behaviors and interactions without significantly altering the social dynamics of the setting. Special care was taken during the participant observation phase to ensure that all observed interactions were conducted in public spaces or pre-arranged settings where consent for observation had been granted. The team attended informal DEI events, such as training sessions and informal workplace interactions in shared spaces, observing how DEI policies played out in practice. Observations focused on applying DEI policies in everyday work routines, noting discrepancies between formal policies and actual practices. Detailed field notes were taken during each observation session to anonymize participants and ensure the ethical collection of sensitive information.

In this study, we cross-validated findings by triangulating data from interviews, focus groups, and observations, ensuring that emerging themes were robust and well-supported across multiple data sources. This also helped to reduce potential biases and increase the study’s credibility.

3.4. Data Management and Analysis

After data collection, all interviews and FGDs were transcribed verbatim, ensuring accuracy and capturing the full depth of participants’ experiences. Transcripts were anonymized, identifying information was removed, and pseudonyms were used to protect participant identities. Field notes from observations were also compiled and integrated into the dataset. Supplementary materials, such as organizational documents and DEI policies, were also reviewed to provide additional context.

Data analysis followed a thematic analysis process [38,39] involving six key steps. First, we immersed ourselves in the data through repeated reading of transcripts and observation notes, identifying initial ideas and patterns. Next, data were systematically coded, with meaningful segments assigned codes that captured recurring concepts related to DEI, barriers to inclusivity, and strategies for fostering inclusivity. The coded data were then grouped into broader themes, which were reviewed and refined through discussions among the research team. The preliminary themes were checked against the data to ensure consistency and coherence. This process led to the identification of four key themes: (a) institutional barriers to inclusivity, (b) perceptions of DEI policies, (c) intersectionality and identity in the workplace, and (d) strategies for empowering employees and driving sustainability. These themes were further refined and defined, with subthemes emerging from the data that offered more granular insights into employee’s experiences.

In the institutional barriers to inclusivity theme, participants frequently mentioned challenges such as systemic discrimination, lack of representation in leadership, and limited awareness of DEI policies. The perceptions of DEI policies theme captured the varying degrees of understanding and interpretation of these policies, ranging from strong support to skepticism about their effectiveness. Intersectionality and identity in the workplace focused on how multiple aspects of identity—such as gender, ethnicity, and socioeconomic background—intersected to shape individuals’ experiences of inclusion or exclusion. Finally, the strategies for empowering employees and driving sustainability theme highlighted participants’ suggestions for improving the institutional climate, including targeted training, mentorship programs, and more transparent policy implementation.

Throughout the analysis, the team emphasized contrasting perspectives based on demographic characteristics such as gender, ethnicity, and professional status. This allowed for a deeper understanding of how different groups experienced DEI policies and practices, illuminating areas where institutional changes might be needed to promote greater inclusivity. The methods employed in this study—combining semi-structured interviews, focus groups, and participant observation—provided a rich, multi-layered understanding of DEI in educational institutions. By triangulating these methods, this study captured individual experiences and collective dynamics, offering valuable insights into how DEI policies are enacted and experienced. This methodology, rooted in thematic analysis, provides a robust framework for analyzing institutional DEI efforts and offers practical guidance for implementing meaningful change in similar contexts.

4. Results

4.1. Findings on Strategies for Empowering Employees

This research revealed compelling strategies for empowering employees, notably redesigning job roles to offer flexibility and autonomy. Nearly 70% of participants expressed a strong desire for greater control over their work environments. This trend was vividly illustrated by a lecturer at APWCE, who shared the following:

“I feel much more engaged when I can shape my work to match my strengths. For example, focusing on research projects or creating new course materials allows me to contribute more effectively. I recently designed a curriculum that resonates with students and aligns perfectly with emerging industry trends.”

(Interviewee #78)

Such personal anecdotes underscore how autonomy is not just about convenience—it transforms job satisfaction and nurtures creativity. A similar sentiment was echoed by an administrator at PUC, who highlighted the importance of flexible work hours and balancing professional responsibilities with personal life:

“Being a single parent, having the freedom to manage my time has been invaluable. I’ve streamlined administrative processes to fit my workflow, improving my productivity and making my job more enjoyable. I even developed a new scheduling system that meets my needs and my team’s, giving me a sense of ownership in my work. Knowing my employer cares about my life outside of work is reassuring. When I leave work, I can truly disconnect and recharge, which makes me more productive and happier when I return.”

(Interviewee #11)

This comment speaks to a universal truth: employees are far more motivated and energized when they feel their time and personal lives are respected. Flexible structures not only prevent burnout but foster long-term job satisfaction.

Another key takeaway was the impact of involving employees in decision-making processes. Approximately 60% of participants reported that being part of inclusive committees, especially those focused on sustainability, greatly enhanced their sense of belonging. A faculty member from APWCE remarked the following:

“Being part of these feedback sessions and inclusive committees makes me feel like my voice really matters. It’s encouraging to know that I can influence our sustainability policies and see the tangible impact my input has.”

(Interviewee #21)

This experience underscores a more significant trend: when employees have a say in shaping the institution’s future, their engagement and commitment naturally deepen. The opportunity to shape their work environment does not just foster empowerment—it builds a deeper connection to their roles and the organization’s mission. Leadership development and open communication also emerged as critical components of empowerment. Over 55% of participants praised leadership workshops and continuous learning opportunities for enhancing their confidence and preparing them for future responsibilities. One participant shared the following:

“I attended a leadership workshop that completely boosted my confidence. The open communication channels here also make me feel respected. I can express my opinions, knowing they’ll be taken seriously. It’s about trust and transparency, making me more committed to our collective success.”

(Interviewee #87)

The emphasis on learning and transparency creates a culture where employees feel empowered and prepared for future challenges. Open lines of communication cultivate trust, ensuring that employees see themselves as integral to the organization’s progress. Notably, 60% of participants highlighted how aligning organizational values with personal beliefs enhanced morale and commitment. A human resources professional emphasized the following:

“It’s reassuring to see how our organizational values reflect my personal beliefs. That alignment is crucial. Wellness programs and mental health initiatives have significantly reduced my stress and made a noticeable difference in how I approach work.”

(Interviewee #93)

The findings also revealed that 50% of participants viewed encouraging participation in community service and collaborations with other organizations as vital to empowering employees. One female participant remarked the following:

“Being involved in community projects enhances our sense of purpose and connection to the organization’s mission. Volunteering has brought our team closer, fostering a spirit of camaraderie and shared goals. Of course, no one can tackle the sustainability problems we face alone. Our institution’s partnerships with local NGOs in town and governmental bodies effectively help us tackle global sustainability challenges. You know, no one can address these issues by themselves. These collaborations broaden our reach and impact, allowing us to contribute meaningfully to larger societal goals in this town.”

(Interviewee #67)

Furthermore, the role of compensation and inclusive policies in fostering empowerment cannot be overstated. Seventy percent (70%) of participants valued regular pay audits to ensure fairness, with one employee noting the following:

“Regular pay audits to address disparities make a difference. When our organization commits to equal pay for equal work, it’s not just about numbers—it’s about feeling valued and respected. Knowing that our salaries are regularly reviewed and adjusted based on our contributions reinforces that we are seen and appreciated. But it’s not just about pay. Employers must be genuinely open to hiring qualified individuals, regardless of their background or disabilities. The anti-discrimination policies and accommodations here aren’t just written on paper but actively practiced. It’s clear that creating an inclusive environment where everyone feels they belong is a top priority. When these policies are actively enforced, it’s evident that diversity and inclusion are more than just buzzwords—they are integral to our workplace culture.”

(Interviewee #29)

4.2. Perceptions of Organizational Support for DEI

Participants expressed varied perceptions regarding the organizational support for Diversity, Equity, and Inclusion (DEI) initiatives at both institutions. Approximately 40% acknowledged efforts to promote inclusivity, with some recognizing positive strides. A lecturer from PUC (Figure 2), with over a decade of experience, remarked the following:

“The cultural competency training programs are a good step forward. Seeing these efforts is good, though there is room for improvement. These trainings often lacked practical, actionable insights, making them feel too theoretical. I have also noticed a significant increase in diverse hires over the past few years. It’s reassuring to see colleagues from various backgrounds, which brings different perspectives and ideas to the table.”

(Interviewee #8)

Participants expressed praise and criticism regarding organizational support for DEI initiatives. Around 40% recognized the effort made to promote inclusivity. A seasoned lecturer at PUC remarked the following:

“The cultural competency training programs are a step in the right direction. Seeing these initiatives in action is encouraging, but they are not without their flaws. Sometimes, the training is too theoretical and lacks practical, actionable insights we can apply daily. On the bright side, there’s been a noticeable increase in diverse hires over the past few years. It’s refreshing to see colleagues from various backgrounds joining our team. This diversity brings a wealth of perspectives and ideas that enrich our work environment and foster innovation.”

(Interviewee #8)

The results highlight that inclusive hiring practices have significantly enriched our workplace environment, leading to a more collaborative and innovative culture. For example, a student services coordinator at PUC noted how these initiatives have positively impacted the campus. She shared the following:

“The introduction of DEI-focused student organizations has been a game-changer. We’ve seen a surge in student participation and a much more welcoming atmosphere for everyone. It’s fantastic to witness students feeling truly included and getting actively involved in campus activities.”

(Interviewee #99)

This growing diversity has broadened the range of perspectives and fostered a more collaborative atmosphere, especially in educational environments. However, this progress was not without its shortcomings. Approximately 35% of participants felt the implementation of DEI initiatives was inconsistent. A faculty member at PUC shared his frustrations about the inconsistent application of DEI policies, reflecting on his experiences, he stated the following:

“Even though DEI policies are officially in place, they often come across as mere checkbox exercises rather than genuine commitments. For instance, while the cultural competency workshops were well-organized, they felt rushed and lacked meaningful follow-up. Many of us left with the sense that we had only skimmed the surface. In my department, there is an apparent disconnect between the goals we articulate and the reality we face. We need leaders who embody these values daily, not just during training sessions.”

(Interviewee #2)

This feedback reflects a persistent challenge in DEI training. While the initial push can be impactful, its value is realized only through sustained effort and commitment. There were, however, promising examples of success. A junior staff member at APWCE shared their positive experience with a mentorship program designed for underrepresented groups:

“Having a mentor who truly understands my background and the challenges I face has been invaluable. It’s provided a level of support and recognition that general training sessions can’t offer. The scholarship programs for underrepresented students have also made a significant impact. I’ve seen how financial aid and academic counseling have transformed students’ experiences from marginalized backgrounds, enabling them to thrive in their studies.”

(Interviewee #81)

This mentorship provided more personalized and ongoing support, highlighting the potential for tailored programs to make a meaningful difference. The student’s observations suggest that well-designed DEI programs can significantly enhance educational outcomes and provide critical support for those who need it most. Overall, the findings reveal that while commendable efforts and some successes are being made to promote DEI at both institutions, significant room for improvement remains (Figure 3). Participants’ experiences and opinions underscore the need for a deeper, more sustained commitment and action to embed DEI values into these institutions’ fabric.

4.3. Participants’ Experiences of Inclusion and Exclusion

This study revealed a complex picture of inclusion and equity in the workplace, with notable differences in participants’ experiences. About 35% of female participants reported a positive experience with inclusion in their workplaces. They highlight the value of being heard and acknowledging their expertise, especially in traditionally male-dominated fields. One junior lecturer from APWCE shared her experience:

“I feel valued and included when my suggestions are considered in decision-making. It’s a good feeling to know my voice matters. Participating in diverse committees has allowed me to interact with colleagues from different backgrounds. It’s been an enriching experience that has broadened my perspectives and made me feel part of a supportive community.”

(Interviewee #12)

These participants noted that active listening and their supervisors’ responsive actions reinforced their sense of inclusion. They appreciated the inclusive environment fostered by collaborative projects and diverse team compositions, contributing to their overall job satisfaction and sense of belonging.

Conversely, 55% of participants reported experiencing discrimination and exclusion. Some recounted instances where their ideas were overlooked in meetings, only to be adopted when presented by male colleagues. This pattern not only undermined their confidence but also highlighted pervasive gender biases. A female instructor at APWCE expressed the following:

“As a woman, I often feel my contributions are undervalued compared to my male colleagues. It’s disheartening and something that needs to change. Sometimes, I feel like an outsider, especially in senior meetings where the majority are male. It’s challenging to assert my opinions and be taken seriously. It’s painful to see the lack of mentorship and support for women aspiring to leadership roles, further entrenching the gender disparity in higher management in this country.”

(Interviewee #34)

These accounts underscore the need for genuine commitment to DEI policies beyond superficial adherence. Many participants identified barriers such as unconscious biases and inadequate training, perpetuating exclusion cycles. An administrative employee from APWCE noted the following:

“Lack of awareness, inadequate training, and systemic biases within the organizational culture hinder inclusivity. Many colleagues don’t even realize their biases. Surprisingly, there is notable resistance to change among some senior staff. They often dismiss new DEI initiatives as unnecessary or burdensome.”

(Interviewee #18)

Participants offered various suggestions to enhance DEI efforts. They stressed the need for regular, comprehensive training addressing overt and subtle forms of discrimination. They also advocated for mentorship programs tailored to underrepresented groups. Two participants from APWCE suggested the following:

“More comprehensive and ongoing training programs and better enforcement of DEI policies would significantly improve inclusivity. We need consistent efforts and not just one-off sessions. Also, establishing mentorship programs for underrepresented groups can help bridge the gap. Mentors can provide guidance, support, and advocacy, making navigating their career paths easier for these groups.”

(Interviewee #35)

Overall, the results indicate that significant barriers remain while notable efforts and some successes are being made to promote DEI. Participants’ experiences and opinions highlight the need for a deeper and more sustained commitment to integrating DEI values into the core of these institutions.

4.4. The Role of Employees in Driving Sustainability

Sustainability emerged as a central theme in our study, with 65% of participants emphasizing its importance. They highlighted how setting measurable environmental goals and involving employees in sustainability initiatives fostered a sense of purpose and responsibility. A staff member from PUC shared the following:

“Setting measurable environmental goals and involving us in these initiatives gives a sense of purpose and responsibility. Knowing that our efforts contribute to a better future is incredibly fulfilling. Our green team has developed several effective recycling programs on campus and even started a community garden, which promotes sustainable practices and fosters a sense of community and teamwork.”

(Interviewee #11)

This study revealed that employee-led sustainability teams were crucial in implementing initiatives like reducing single-use plastics and organizing workshops. For example, the green team at APWCE successfully launched a comprehensive waste management program, significantly reducing the institution’s waste footprint. A green team member noted the following:

“By implementing these recycling programs, we’ve reduced our waste by almost 40% over the past year. The community garden project has also been a great success, providing fresh produce for our cafeteria and teaching students about sustainable agriculture.”

(Interviewee #24)

Collaboration with local environmental organizations was also a key finding. These partnerships amplified the impact of sustainability initiatives and fostered a greater sense of responsibility within the college community. A senior faculty member at APWCE recounted the following:

“We have partnered with local NGOs to conduct clean-up drives and tree-planting events. These activities improve our local environment and enhance our connection to the community. Joining forces with local NGOs has been incredibly rewarding. Our clean-up drives have beautified the area and raised awareness about pollution among our students and staff.”

(Interviewee #41)

Additionally, the sense of ownership and responsibility felt by employees involved in sustainability initiatives was a significant driver of success. A maintenance staff member at PUC shared the following:

“Being part of the energy-saving project made me realize how small changes can lead to big impacts. Turning off unused lights and optimizing heating systems might seem minor, but collectively, they’ve saved us a lot on utility bills and reduced our carbon footprint.”

(Interviewee #52)

This study highlights the vital role of employees in advancing sustainability efforts at PUC and APWCE. Employees have been central to driving environmental goals through sustainability teams, local collaborations, and integrating sustainability into educational programs. Their experiences underscore the importance of active participation and sustained commitment to fostering a culture of sustainability within academic institutions. This approach benefits the environment, enhances community engagement, and creates a more motivated workforce.

Overall, comparing APWCE and PUC (Figure 4) shows that both institutions have employed strategies such as job role redesign to enhance employee satisfaction and creativity. Participants value the flexibility to align their work environments with their strengths. APWCE has been recognized in DEI initiatives for its supportive atmosphere and mentorship programs for underrepresented groups, while PUC has made strides in diverse hiring and DEI-focused student organizations. Nonetheless, both institutions have encountered inconsistent DEI policy implementation, critiques targeting theoretical training programs, and insufficient practical application. This highlights the need for more actionable and comprehensive DEI strategies.

Regarding sustainability, both APWCE and PUC have demonstrated notable employee engagement. APWCE achieved significant waste reduction through recycling programs and community gardens, whereas PUC focused on setting measurable environmental goals and forming local partnerships. The involvement of employees in these sustainability efforts at both institutions underscores the effectiveness of staff participation in decision-making and the positive influence on workplace morale and environmental stewardship. Overall, while both APWCE and PUC have made meaningful progress in employee empowerment, DEI, and sustainability, the findings suggest that both institutions could benefit from improvements, particularly in the consistent application of DEI policies and the enhancement of sustainability practices.

5. Discussion

This study offers critical insights into strategies for fostering employee empowerment through a DEI framework in the Ghanaian context. The findings provide a nuanced understanding of the practical applications of these strategies, the challenges they face, and potential ways to overcome them. Importantly, these insights are framed within the larger discourse on DEI, comparing local cultural norms with global organizational efforts while addressing the specific obstacles to implementing these strategies in Ghanaian workplaces. This discussion also highlights the complex interplay between local cultural values—such as collectivism and respect for hierarchy—and the adaptation of global DEI models to fit Ghanaian organizational contexts.

5.1. Key Strategies for Empowering Employees

This study identifies critical strategies for employee empowerment within the DEI framework, shedding light on their complex implementation dynamics in the Ghanaian context. Central strategies include flexible job roles, inclusive decision-making, leadership development, open communication, value alignment, holistic well-being programs, community engagement, and fair compensation [35]. These strategies resonate with the Diversity Wheel model, which emphasizes the intersectionality of identity categories and highlights how flexibility and leadership development are vital empowerment tools [40,41]. However, the efficacy of these strategies is deeply influenced by organizational and cultural contexts, as seen in this study.

Among the most potent empowerment strategies were flexibility and autonomy, with over 70% of participants expressing a strong desire for greater control over their job roles. This finding aligns with the Job Characteristics Model, which emphasizes how autonomy boosts employee motivation, job satisfaction, and innovation [40]. For example, employees juggling personal and professional obligations reported that flexible work schedules and customized workflows significantly improved their productivity and morale. Yet, for flexibility to be genuinely effective, organizations must tailor autonomy to meet the diverse needs of their employees, ensuring that it enhances their well-being and overall job satisfaction [42,43].

The empowerment process is also enriched through inclusive decision-making, fostering a more profound sense of belonging and employee engagement. Participants who felt their voices were heard and their opinions valued within decision-making processes were more committed to organizational goals. This reflects the existing literature, underscoring that participatory decision-making instills a sense of ownership and purpose [41,44,45]. However, as noted in previous studies, tokenistic participation—where employee input fails to influence outcomes—can lead to frustration and disengagement [46]. Therefore, to avoid disillusionment, it is crucial that organizations not only listen to employees but also act on their contributions in meaningful ways.

Leadership development and open communication also emerged as crucial to fostering employee empowerment. Participants who engaged in leadership workshops reported increased confidence and readiness for advanced roles, echoing research on the importance of continuous learning for employee engagement [40,46,47]. Furthermore, open communication was identified as a pillar of empowerment, cultivating transparency and trust within organizations [41]. However, effective communication goes beyond transparency; it requires leadership to be responsive to employee feedback, thus creating a two-way dialogue that bolsters empowerment.

Aligning personal and organizational values was another critical factor in boosting employee commitment and engagement. When employees perceive that their values align with the organization’s mission, they report higher job satisfaction, consistent with research on value congruence [46,48]. Additionally, introducing holistic well-being programs, particularly those addressing mental health, significantly improved morale and reduced stress [49]. Nonetheless, the effectiveness of such programs can be limited by cultural stigmas surrounding mental health, particularly in developing countries like Ghana, where seeking psychological support may be viewed negatively [35,50]. Organizations must be mindful of these cultural barriers and work to normalize mental health care to realize the full potential of well-being initiatives.

Similarly, community engagement was recognized as a powerful avenue for fostering a sense of purpose among employees. Employees who participated in community service or engaged with external organizations reported feeling more connected to their institution’s mission, supporting the idea that collective involvement enhances commitment and camaraderie [6,51]. Importantly, this engagement must remain voluntary to avoid feelings of obligation, ensuring that employees view it as a meaningful opportunity rather than a requirement. Equally foundational to empowerment was the demand for fair compensation, with participants emphasizing the need for pay equity and anti-discrimination measures as cornerstones of trust and fairness within organizations [41,52]. To achieve true empowerment, however, these policies must be rigorously enforced, ensuring that DEI principles transcend rhetoric and become embedded in everyday practice.

The research underscores the importance of integrating sustainability into core business operations, highlighting how employee-led sustainability teams can effectively embed environmental responsibility into daily decision-making processes. According to previous studies, these teams foster a sense of ownership over sustainability initiatives, which enhances their long-term success [49,53]. External partnerships with NGOs and local organizations further amplify the impact of these efforts, ensuring that sustainability becomes a shared goal extending beyond the institution [6]. This model suggests that organizations should empower employees to take the lead on sustainability initiatives, thereby deepening their engagement with the company’s mission and the broader community.

Despite these promising strategies, this study uncovered mixed perceptions of organizational support for DEI initiatives, with some employees recognizing progress while others identified significant gaps. This disparity reflects the Inclusion Continuum model [24], which posits that organizations are evolving from mere compliance to proactive inclusion yet still face substantial barriers [54]. Reports of discrimination along gender and ethnic lines further underscore the need for more robust and enforceable DEI strategies. In the Ghanaian context, the challenge is compounded by cultural values, such as collectivism and respect for hierarchy, limiting individual autonomy and discouraging open expression, particularly for those from lower ranks or marginalized groups [55].

5.2. Influence of Ghanaian Culture on DEI Implementation

Ghana’s culture shapes how employees implement and perceive DEI policies. Rooted in collectivist values, Ghanaian society highly emphasizes social harmony, community, and respect for hierarchy, which influences how DEI initiatives are understood and applied in organizations [52,56]. While the focus on communal relationships fosters a sense of unity, it can create tension when DEI efforts prioritize individual autonomy and diversity, which may seem at odds with traditional expectations of conformity within workplace teams. This cultural emphasis on harmony often leads to underreporting discrimination or exclusion, as individuals may avoid raising issues to maintain social cohesion and prevent conflict [57].

Furthermore, Ghana’s strong respect for seniority and hierarchy challenges inclusive decision-making processes. Decision-making authority is frequently centralized among senior leaders, making it challenging to implement participatory approaches that are not in line with established norms. Employees from lower ranks or historically marginalized groups may be reluctant to express concerns or offer suggestions due to fear of repercussions or social isolation. Studies have shown that hierarchical cultures can hinder employee empowerment and limit the effectiveness of DEI initiatives [55,58].

Gender and ethnic dynamics also significantly shape DEI perceptions in Ghana. This study revealed that women and ethnic minorities report higher levels of exclusion, reflecting broader research on how cultural norms around gender roles and ethnic identity influence workplace interactions [59]. For instance, traditional expectations regarding women’s roles can reinforce gender biases, limiting opportunities for women in leadership and decision-making positions. Addressing these biases requires tailored DEI strategies that consider Ghana’s social and historical context, focus on gender equity and ethnic inclusion, and reduce hierarchical barriers to foster meaningful participation.

Understanding the cultural influences on DEI policies is essential for enhancing their implementation in Ghanaian workplaces. Organizations must adopt culturally responsive approaches that respect local values while simultaneously challenging systemic biases. This can be achieved by fostering open dialogue, creating inclusive decision-making structures, and promoting mentorship programs supporting underrepresented groups’ growth. By aligning DEI efforts with the local cultural context, organizations in Ghana can build more inclusive, equitable, and productive work environments.

5.3. Policy Recommendations and Study Limitations

This study offers several policy recommendations to empower employees seeking to promote an inclusive workplace. Below are specific steps for implementing each recommendation and potential challenges and countermeasures to ensure successful execution.

• First, a key recommendation is bridging the gap between DEI policy and practice. To achieve this, organizational leaders must establish accountability frameworks that tie DEI outcomes to performance reviews. Additionally, forming DEI task forces composed of diverse employees can ensure that progress is regularly assessed and adjustments are made to policies as needed. To ensure transparency, leaders should also set inclusivity goals tied to performance metrics, with regular reporting on DEI progress. However, potential obstacles such as resistance from middle management and limited resources may arise, particularly in organizations where cultural resistance to change is vital. To address these challenges, leadership training that emphasizes the value of DEI for long-term organizational success can help foster buy-in. Moreover, allocating sufficient resources to DEI initiatives signals their importance and prevents overburdening staff.
• Second, fostering collaborative stakeholder engagement is essential for achieving inclusivity and sustainability. To facilitate this, organizations should create regular forums, such as town hall meetings and cross-departmental workshops, where employees, management, and external partners can engage in open dialogue. Establishing and formalizing employee resource groups (ERGs) can amplify diverse perspectives, ensuring all voices are heard in decision-making. A challenge in this area could be maintaining sustained engagement, particularly in organizations with hierarchical structures or varying interest levels in DEI and sustainability. To counteract this, organizations should offer incentives for participation, such as career development opportunities or public recognition, to encourage continued involvement. Clear and consistent communication about the impact of these forums and ERGs will also reinforce their value and sustain engagement over time.
• Another recommendation focuses on adopting employee-centric approaches to sustainability. One such strategy is restructuring job roles to allow employees to dedicate a portion of their work hours to sustainability projects aligned with their skills. Additionally, incorporating sustainability efforts into performance appraisals can reinforce the importance of these initiatives. However, balancing core job responsibilities with sustainability tasks may strain resources or lead to burnout. Organizations can mitigate this by implementing rotational sustainability assignments, allowing employees to engage in short-term projects without overwhelming them. Moreover, providing targeted training and aligning sustainability efforts with personal development goals can help employees remain engaged while avoiding exhaustion.
• Moreover, developing inclusive leadership is crucial for creating a more innovative and inclusive workplace culture. Leadership training programs should focus on empathy, cross-cultural communication, and recognizing unconscious biases, making these core components of executive and management development. A challenge here is that not all leaders may immediately recognize the value of adopting inclusive practices, mainly if they are accustomed to more hierarchical leadership models. Organizations can tie leadership development to career advancement opportunities to overcome this, incentivizing participation. Establishing peer mentorship programs will also provide ongoing support for leaders, helping them to refine and reinforce inclusive practices over time.
• Finally, aligning organizational values with employee beliefs is essential for boosting morale and long-term commitment. Organizations should create channels such as anonymous surveys, focus groups, or open forums where employees can contribute to developing and revising institutional values. A potential challenge in this area is the misalignment between personal beliefs and organizational values, which could lead to disengagement. Organizations must establish a clear feedback loop to address this, regularly informing employees how their input has been implemented and providing transparency around value-setting processes. This will help reinforce alignment, build trust, and demonstrate the organization’s responsiveness to employee concerns.

Implementing these strategies can help organizations create a more inclusive and sustainable workplace. Overcoming potential challenges through clear leadership commitment, resource allocation, and sustained engagement will ensure that DEI and sustainability efforts are embedded in the organizational fabric and drive meaningful, lasting change.

This study has several limitations. The sample size was relatively small and limited to two institutions in the Ashanti Region of Ghana, which may affect the generalizability of the findings. Additionally, this study relied on self-reported data, which may introduce bias. Future research should involve larger, more diverse samples and adopt longitudinal designs to assess the long-term impact of DEI and sustainability initiatives. Comparative studies across different regions and sectors would provide broader insights into effective practices. Research could explore innovative DEI approaches, such as virtual reality training for bias reduction and robust employee feedback mechanisms to improve DEI initiatives continuously. These studies will help identify best practices that can be adapted across various contexts.

6. Conclusions

This study highlights the vital link between sustainability, diversity, and inclusion in the workplace, particularly within educational institutions in Ghana. It provides valuable insights into employee empowerment strategies that cultivate inclusive workplace cultures and support sustainability efforts. By exploring how inclusive practices and sustainability can be integrated, this study sheds light on how these approaches contribute to a more engaged, innovative, and resilient workforce.

Key findings indicate that effective employee empowerment strategies—such as flexible job roles, participatory decision-making, leadership development, open communication, and aligning organizational values with personal beliefs—enhance employee engagement and commitment. Employees feel more valued, motivated, and aligned with institutional goals when granted autonomy and included in decision-making processes. This alignment is especially important when organizational values resonate with employees’ personal beliefs, fostering a sense of purpose and belonging. These strategies promote inclusivity and help integrate sustainability into core business practices, creating significant environmental and organizational benefits. Employees’ active participation fosters a sense of ownership and responsibility, which is essential for sustainable development.

This study reveals that employees play an active role in sustainability initiatives, such as recycling programs, energy conservation, and community engagement, reinforcing the notion that sustainability is a collective effort. Collaboration with external organizations also amplifies the reach and impact of these initiatives. However, the research identifies gaps in implementing DEI policies, particularly when perceived as performative or needing more follow-through. This disconnect between policy and practice can undermine institutional DEI goals, underscoring the need for sustained leadership commitment to drive meaningful change. This study suggests that well-structured mentorship programs and comprehensive DEI training can address these challenges by providing ongoing support and fostering a more inclusive environment for underrepresented groups.

Ultimately, this research emphasizes the transformative potential of people-centric approaches to sustainability. Prioritizing inclusivity and sustainability engages and motivates employees and strengthens organizational resilience and effectiveness. This study adds to the growing literature on integrating sustainability and DEI within organizational contexts, particularly educational institutions. Future research could delve deeper into how mentorship programs can further enhance the inclusion of underrepresented groups, particularly women in leadership. Longitudinal studies could also track the long-term effects of employee-led sustainability initiatives and their broader organizational impacts. For practitioners, the findings offer a practical roadmap for creating more inclusive and sustainable workplaces. Organizations must prioritize transparency, inclusivity, and ongoing leadership engagement to embed these values into their institutional fabric. Implementing measurable DEI initiatives and integrating sustainability into job roles and organizational culture can cultivate a more cohesive, engaged, and forward-thinking workforce. By embracing these strategies, organizations enhance employee well-being and performance while contributing to broader societal goals of equity and environmental stewardship.