This empirical study is the first to explicitly examine cultural intelligence (CQ) as an antecedent of voice behavior and to explore the mediating role of leader–member exchange (LMX) in the CQ–voice relationship. Two hundred and sixty-one usable questionnaires were collected from migrant workers in Australia using an online survey. The data were analyzed with regression analyses and structural equation modeling. Results showed that migrant employees with higher CQ were more likely to engage in voice behavior. The positive relationship between CQ and voice behavior was partially mediated by LMX. These findings verify a relatively new individual antecedent (i.e. CQ) of voice behavior and reveal the underlying mediation mechanism that explains the effects of CQ on employee voice. This study also carries important implications for managing culturally-diverse workforces (i.e. migrant workers) regarding the promotion of voice.

Purpose: This article examines a climate for inclusion through the lens of organizational justice. We argue that open interpersonal contacts, the fair treatment of gender-diverse employees, and inclusive decision-making processes in the promotion of equitable employment practices are foundational for shaping the climate for inclusion.Design/methodology/approach: Qualitative data were collected from multi sources: focus groups with female employees (N = 20) and interviews with male and female managers (N = 8).Findings: In examining the similarities and differences between employees' and managers' perspectives, the findings revealed that, in all dimensions of a climate for inclusion, employees had more negative justice concerns than did managers, while managers and employees had similar views on some aspects of employment practices.Research limitations/implications: This study was conducted within one university setting; therefore, the findings may not be applicable to other industries.Practical implications: This study offers managerial implications that can be developed to promote the climate for inclusion in organizations.Social implications: In order to create a fair and equitable workplace, all employees should be able to actively participate in decision-making processes and share suggestions for contextualized and fair employment practices.Originality/value: Drawing the group-value model, this study advocates the importance of justice-based organizational practices in building an inclusive organization.

Purpose: The purpose of this paper is to examine the mediating roles of procedural justice and distributive justice in the organizational inclusion-affective well-being relationship. Design/methodology/approach: Data were collected from 253 Australian employees using an online survey. The study used confirmatory factor analysis and structural equation modeling to analyze the data. Findings: Organizational inclusion was positively related to both distributive justice and procedural justice. The relationship between organizational inclusion and affective well-being was mediated by both distributive justice and procedural justice. Research limitations/implications: The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, thus mitigating the limitation of the design. Data were collected from a single organization, thus limiting generalizability. Practical implications: Implementation of inclusion training activities at organizational, group, and individual levels is important to enhance perceptions of organizational inclusion and subsequently improve employee affective well-being. Originality/value: Based on the group engagement model and group-value model of justice, this paper adds to the literature by demonstrating two mediating mechanisms driving the organizational inclusion-affective well-being relationship.