From Diversity to Belonging: Reframing Inclusive HR Practices in MENA Region SMEs

Abstract

This study examines how small and medium-sized enterprises (SMEs) across the MENA region are evolving from traditional diversity initiatives toward fostering genuine experiences of belonging in the workplace. Drawing on a mixed-methods approach, combining 22 semi-structured interviews, document analysis from 12 SMEs, and a mini-survey (n=72), we assess how inclusive human resource (HR) practices are perceived and implemented. Findings indicate a significant discrepancy between leadership discourse and employee experience: while senior managers frequently promote diversity and inclusion (D&I) rhetorically, employees often report a lack of psychological safety and inconsistent inclusive behaviours. Cultural norms, more than resource limitations, emerge as the primary barrier to meaningful inclusion. Moreover, the concept of “belonging” remains underdeveloped and unevenly experienced across firms. The article contributes to the growing literature on inclusive HRM by offering empirical insights from a region often underrepresented in global D&I research. It calls for more context-sensitive approaches that move beyond policy rhetoric to foster authentic inclusion in SMEs.