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Li, Ji, Ying Zhang, Silu Chen, Wanxing Jiang, Shanshan Wen, and Yanghong Hu. "Demographic diversity on boards and employer/employee relationship." Employee Relations 40, no. 2 (2018): 298–312. http://dx.doi.org/10.1108/er-07-2016-0133.
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Purpose The purpose of this paper is to explore the relationship between demographic diversity on boards and employer/employee relationship (EER) and to test the moderating effect of contextual factors such as a firm’s financial situation. Design/methodology/approach This paper analyzes data from over 1,000 publicly listed US firms and uses hierarchical regression. Findings Demographic diversity on boards of a given firm, such as ethnic diversity and gender diversity, should have positive effects on EER, which can be considered as an important dimension of overall human resource management performance in a given firm. Contextual factors such as a firm’s financial situation should moderate the relationship between demographic diversity on boards and the EER. Originality/value First, this research contributes to the current literature by showing that EER can be influenced by demographic diversity on boards, which further helps to highlight the beneficial effect of demographic diversity in top management team. Second, this study uncovers the moderating role of some contextual factors such as a firm’ financial situation. Third, this study also contributes to the corporate governance literature by studying the link between demographic diversity on boards and EER.
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Khan, Kamran, and Zartashia Kynat Javaid. "Analyzing Employee Performance through Workforce Diversity Management: Role of Workforce Diversity Characteristics." Foundation University Journal of Business & Economics 8, no. 2 (2023): 85–101. http://dx.doi.org/10.33897/fujbe.v8i2.811.
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The present study explores how diversity management impact employee performance behaviors and identified the mediating role of gender, religion, education and age diversity between the relationship of diversity management and employee performance. To carry out this research, cross sectional design was employed. Data was collected with simple random sampling technique from 350 employees working in diverse cultures in textile organizations of Pakistan. Quantitative data was analyzed on SMARTPLS software by employing structural equation modeling technique. The results of the present study indicate that workforce diversity management has significant direct relation with employee performance and various diversity characteristics mediate this relation. It helps to understand the diverse culture and provide guidelines for management of workforce diversity. Limitations and future recommendations are discussed.
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Garib, Geetha. "Leisure managers’ perceptions of employee diversity and impact of employee diversity." International Journal of Hospitality Management 32 (March 2013): 254–60. http://dx.doi.org/10.1016/j.ijhm.2012.07.002.
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Anthony, Katherine D., and Kathleen D. Trajico. "Harnessing Workforce Diversity for Enhanced Employee Performance: Strategic Insights for Capacity Building." International Journal of Multidisciplinary: Applied Business and Education Research 5, no. 11 (2024): 4843–75. https://doi.org/10.11594/ijmaber.05.11.40.
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Diversity, a consequence of evolution and globalization, has prompted businesses to reevaluate their organizational structures. This shift has created opportunities for management to harness the valuable perspectives and ideas of diverse employees, which serve as catalysts for success in the intricate and ever-changing business environment. Consequently, the primary objective of this study is to investigate the relationship between employees' perceptions of diversity practices within the organization and their influence on employee productivity, engagement, and performance. Furthermore, the study seeks to ex-plore effective strategies for managing workforce diversity. The ma-jority of respondents belong to the age group of 41 years and above, are female, and are Tagalog employees. Respondents unanimously acknowledged that various diversity practices have a positive impact on employee productivity and overall organizational performance. However, significant organizational challenges such as resistance to change, communication barriers, and resource constraints hinder the successful implementation of diversity programs and, consequently, employee performance. However, there was no significant variation in the influence of diversity practices on employee productivity and overall performance across demographic groupings, such as age, gen-der, and ethnicity. The most effective diversity integration strategies employed within the organization involved regular diversity training programs and the involvement of all employees in diversity initia-tives. Furthermore, integrating diversity into employee performance leads to heightened employee satisfaction and a sense of belonging. Employees become more proactive in their roles when they feel in-cluded and valued within the organizational culture, resulting in ele-vated employee engagement levels in organizations that actively sup-port and promote diversity and inclusion. Furthermore, the integra-tion of diversity in employee engagement leads to diverse perspec-tives that contribute to improved decision-making and enhanced work outputs. The measurement and evaluation framework developed by the U.S. Agency for International Development (USAID) for Diversity Management has been adapted to assess the impact of diversity initiatives on employee performance. The three-module training program was designed to help small busi-nesses develop inclusive cultures and enabling work environments as well as strategies for bringing in, managing, and retaining a diverse workforce.
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Deborah, Wanjiru Mariru, and Eng'airo Pamela. "Generational Diversity and Performance of Employees in County Governments: A Case of County Government of Nyeri." Journal of Economics, Finance And Management Studies 07, no. 08 (2024): 5176–83. https://doi.org/10.5281/zenodo.13369279.
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This study sought to determine the influence of generational diversity on employee performance in the county government of Nyeri. A descriptive research design was adopted, targeting the 3800 employees of the Nyeri County administration. Data was collected from a sample of 362 employees using a self-administered questionnaire. With the use of SPSS, data analysis techniques included descriptive, correlation and regression analysis. Tables were used to display the results. There was a significant variation in age within the County government of Nyeri. There was a strong positive correlation between generational diversity and employee performance, r(344)=.811 p.001. Regression analysis also revealed that generational diversity is a significant (p.001) predictor of employee performance, accounting for a substantial proportion (65.7%) of the variance in performance and demonstrating a strong positive effect. It was concluded that generational diversity in the county administration of Nyeri has a notable and favourable impact on their performance. There is therefore a need for equal opportunities for career growth and development across all age categories within county government of Nyeri.
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Malik, Nida. "Workforce diversity enhancing employee performance in small and medium-sized enterprises in Pakistan." Global Business Management Review (GBMR) 14, no. 2 (2022): 1–15. http://dx.doi.org/10.32890/gbmr2022.14.2.1.
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This study aimed to highlight workforce diversity in employee performance practice in Pakistan's small and medium enterprises. There is a significantly larger need for a diverse workforce in Pakistani SMEs because SMEs developing their positive contribution to sustaining a Pakistan economy and workforce diversifying the private sector in employment. The influence of diversity involves gender, age, education, and ethnic diversity to improve employee performance. This quantitative research used a survey method to collect data from 120 employees employed in SMEs in Pakistan. The study findings established the significant contribution of training for workforce diversity and employee performance is important for SMEs to solve work-related problems. Initially, employees need to understand the diverse system at SMEs for better team building to accomplish of a task. The statistical results also support the significant association of skills training and team building for task completion. The current study examines the significant challenges to workforce diversity top dimensions of gender, age, education, and ethnicity offer suggestions on how to improve workforce diversity and employee performance. This research is addressing workforce diversity and employee relations in small and medium-sized enterprises in Pakistan, and for better performance, SMEs in Pakistan must concentrate on giving staff tasks and training that are relevant to those tasks. The research influence that all the top four dimensions of workforce diversity (gender, age, education, ethnicity) have a positive correlation with employee performance in a Pakistani small-medium size enterprise. As a result, SMEs must operate workforce diversity to improve employee performance.
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Waligóra, Łucja, and Agata Austen. "CRITICISM OF THE INTERGENERATIONAL DIVERSITY CONCEPT. TOWARDS DIVERSITY OF EMPLOYEES DUE TO AGE." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 20, no. 3 (2019): 241–94. http://dx.doi.org/10.5604/01.3001.0013.7252.
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The diversity of employees in organizations has always aroused the interest of employers and specialists in human resource management. Interest in generational diversity has been gradually increasing since the turn of the 21st century. While many researchers support the concept of generation diversity, an increasing number of scientists question the validity of the idea that employees differ not only in age, but above all in values, approach to work or attitude to employer loyalty, have different motivational needs, and other competences. This article discusses the differences between individual, often appearing concepts: generation and cohort, intergenerational and multi-generational. Methodological challenges were also poin¬ted out when trying to thoroughly examine the differences between employees from different generations and between older and younger employees. The article also aims to verify the differences between generational diversity and employee diversity based on age. In addition, the article indicates the observation that the theoretical basis on the issue of generations, as well as previous empirical research, raise a lot of controversy and point to many substantive and research gaps, in contrast to the concept of employee diversity due to age.
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Laar, David Diam. "Impact of Cultural Diversity on Overall Organizational Performance: A Moderating Role Education." TEXILA INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH 9, no. 1 (2022): 19–27. http://dx.doi.org/10.21522/tijar.2014.09.01.art003.
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This study focused on the impact of cultural diversity on organizational performance as moderated by employees’ educational attainment. The study measured cultural diversity as language, religious and value system diversity. Organizational performance was measured as team building, communication, and employee productivity. The study collected primary data from 353 employees from ten different manufacturing companies in the Ashanti and Greater Accra Regions of Ghana. The study employed mean and standard deviation for descriptive analysis. The study employed a structural equation model for the estimation. Cultural diversity was found to be prevalence in the sampled companies. However, team building, and communication were effective, and employee productivity was high. The educational attainment of employees significantly reduced the negative impact of language, religious, and value system diversity on each organizational performance indicator. Stakeholders in Ghana’s manufacturing industry should encourage continued human resource development through the pursuance of higher education, internal and external training, and seminars.
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Cewińska, Joanna. "EMPLOYEE TURNOVER IN THE CONTEXT OF THE DIVERSITY OF EMPLOYEES." PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU, no. 511 (2018): 62–72. http://dx.doi.org/10.15611/pn.2018.511.05.
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Canet, Lena. "The Effect of the Company's Cultural Diversity on Restaurant Employees Performance." Employee engagement, employee performance, cultural diversity, organizational culture, restaurant employees 06, no. 06 (2023): 2521–26. https://doi.org/10.5281/zenodo.8051837.
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This study looked at how managing organizational cultural diversity affects restaurant employees' performance. The study's main objective is to provide in-depth information about workplace cultural diversity. It seeks to create a precise set of rules to help organizations all over the world embrace cultural diversity. The respondents' demographic profile, including their gender, age, religion, ethnicity, race, and civil status, was successfully evaluated by the researchers using a questionnaire. This information is crucial for assessing the respondents' differences and how those differences affect their performance at work. The Likert Scale Method is used by the researchers to gauge the respondents' level of agreement with each statement provided in order to determine how cultural diversity affects productivity at work. The study explores how cultural diversity affects employees' performance and productivity, how employees view their organization's management strategy for managing cultural diversity, and how employees' experiences with cultural diversity in the workplace. According to the study, women make up the majority of respondents, who are between the ages of 20 and 30, among those who work in restaurants. The majority of respondents, according to the study, are Roman Catholic, Tagalog, and Asian. Regarding their civil status, all of the respondents are single. On the other hand, the majority of respondents considered their restaurant fosters teamwork by allowing diverse employees to share ideas and knowledge in order to find the best way to solve a problem, resulting in a better outcome on tasks. When it comes to respondents' level of agreement, the majority of respondents believe that organizational cultural diversity benefits restaurant employees' productivity. According to the study's findings, cultural diversity management training or education may enhance workers' performance at work. They will be better able to identify their own strengths and weaknesses if they have an understanding of cultural diversity. When a workplace is managed effectively, it promotes the growth of new ideas, knowledge, abilities, and working methods. The success and profitability of an organization are also influenced by cultural diversity, and productivity is increased in an environment free from cultural prejudice.
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Pan, Feng, SweeMei Tang, and Edora Ismail. "A study of the effect of team diversity on employee innovative behavior: The mediating role of psychological capital." Multidisciplinary Science Journal 7, no. 3 (2024): 2025114. http://dx.doi.org/10.31893/multiscience.20250114.
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In today's extremely competitive market environment, employee innovative behavior determines the innovation ability of the enterprise, and the innovation ability of the enterprise determines whether the enterprise can survive and develop under brutal market competition; thus, enhancing employee innovative behavior becomes critical for the long-term survival and development of the enterprise.This paper delves into the theoretical mechanisms by which team diversity and psychological capital affect employee innovative behavior. It leverages social identity theory and conservation of resources theory to provide a comprehensive understanding of these research. The study suggests that psychological capital acts as a mediator in this relationship, serving as a key factor that connects the elements of team diversity with the outcomes of employee innovative behavior. To empirically validate the proposed research model, which connects team diversity, psychological capital, and employee innovative behavior, the study gathered data from a national survey, resulting in 387 valid responses. The analysis employed PLS-SEM to conduct reliability and validity assessments, as well as tests for direct and mediating effects. The research results show that team information diversity can directly and significantly affect employee innovative behavior, team underlying diversity does not directly influence employee innovative behavior; team informational diversity significantly impacts employees' self-efficacy, optimism, hope, and resilience, team underlying diversity significantly affects self-efficacy, optimism, and resilience, but not hope; Self-efficacy and hope do not influence employee innovative behavior, resilience and optimism significantly influence employee innovative behavior. optimism and resilience play a partially mediating role between team information diversity and employee innovative behavior; and optimism and resilience play a completely mediating role between team underlying diversity and employee innovative behavior.
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Shaulenova, Dana. "Exploring the Influence of Employer Branding Strategies on Employee Engagement." Central Asia Business Journal 24, no. 2 (2024): 1–12. https://doi.org/10.55861/cabj.24.02.01.
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Employer branding has become a strategic tool for employee retention, and firms have used it as a means of maintaining a staff that is both stable and competitive. An employer brand that is strong is characterized by values that include social, economic, reputational, development, and diversity opportunities. The literature demonstrates that there are variances in employee engagement in terms of values, preferences, and demands pertaining to the workplace. This is significant when taking into consideration the dynamic and ever-changing character of an organization's workforce. It is the objective of this study to describe how the branding of an employer affects the level of engagement experienced by employees. The methodology utilized in this study was quantitative, and deductive reasoning was utilized throughout the process. Workers in Almaty, Kazakhstan who are employed in the information technology field were given a questionnaire to fill out. The sample consisted of a total of 111 replies. Preliminary findings suggest a direct correlation between employer branding values (social, economic, reputational, development, and diversity) and employee engagement. Moreover, social, economic, reputational, and development values significantly impact employee satisfaction. However, it's important to note that our study is ongoing, and final results will be presented in the thesis work.
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Haque, Md Jamirul. "Knowledge Diversity and Employee Outcomes." International Journal of Knowledge-Based Organizations 11, no. 4 (2021): 25–43. http://dx.doi.org/10.4018/ijkbo.2021100102.
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This research investigates the impact of perceived knowledge diversity (PKD) on job outcomes such as job satisfaction (JS) and job performance (JP). Next, this study also explores the moderating role of workforce diversity management (WFDM) on the relationship between PKD and employee job outcomes (EJO). SPSS and AMOS-SEM are used to analyze the data. The findings show that PKD is positively related to JS and negatively associated with JP. WFDM moderates the relationship between PKD and EJO (JS and JP). There are many studies related to diversity and its management, but most of the studies are from an American perspective that deals with diversity related to age, gender, race, ethnicity, etc. (surface-level diversity). The study in diversity in knowledge, value, personality, belief, etc. (deep-level diversity) is scanned in the literature. This study aims to address this void, particularly investigating knowledge diversity in research by establishing how WFDM moderates the relationship between PKD and employee outcomes.
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Hatidja, St, Bahtiar, Lina Mariana, Tai Minh Quach, and Siti Aisyah. "Employee Excellence and Workplace Diversity." Global Review of Tourism and Social Sciences 1, no. 2 (2025): 158–71. https://doi.org/10.53893/grtss.v1i2.319.
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This study investigates how employee skills and workplace diversity influence customer satisfaction, brand awareness, and employee retention in Indonesian restaurants in Taiwan. Using Structural Equation Modeling (SEM), the research explores the direct and indirect effects of these variables, with customer satisfaction acting as a crucial mediator. The findings highlight that employee skills significantly enhance customer satisfaction, which directly strengthens brand awareness and customer retention. Likewise, workplace diversity enriches customer experience, improving satisfaction and broadening brand reach. Notably, customer satisfaction mediates the relationships between employee skills, workplace diversity, and retention, underscoring its pivotal role in linking workforce dynamics to business outcomes. This paper contributes to Human Capital Theory and Social Exchange Theory, emphasizing the strategic value of developing employee skills and fostering workplace diversity. Practical implications suggest that restaurant owners should invest in training programs and inclusive workplace policies to enhance customer experience, build brand loyalty, and reduce employee turnover, ultimately driving business success.
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S., Vignesh* P. T. J. K. Lilian** &. Dr. B. Velmurugan***. "WORKFORCE DIVERSITY: A KEY TO IMPROVE PRODUCTIVITY AT PREETHI HOSPITAL." International Journal of Scientific Research and Modern Education (IJSRME) 8, no. 1 (2023): 87–90. https://doi.org/10.5281/zenodo.8077172.
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This paper describes about the employee’s workforce diversity in terms of culture, age, gender, ethnicity, racial background and training in terms of its need, development and effectiveness. This study reveals when the organization has a good training for practicing workforce diversity, employees will enjoy all the positive benefits such as motivation, knowledge and skill transfer, creativity and better decision making. Hence employees are enhances the organization’s growth. If workforce diversity and training is not handled correctly, the diverse workforce will badly effect organization growth. This research also aims to see the “how workforce diversity (cultural, age, gender, ethnicity), employee training and development influences on employee’s performance in their workplace”, in which Workforce Diversity, Training and Development consider as independent whereas dependent variable „Employee Performance". This research investigates the relationship between work force diversity (cultural, age, gender, and ethnicity), training development and employee performance in the IT Companies and also how work force diversity, training and development influences on employee performance among the IT companies employees. The data were analyzed using Statistical Package for Social Science (SPSS) softwareanalysis revealed that workforce diversity, training and development had significantly related with performance of employees.
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Kharat, Kiran S., Sarthak Goje, and Dr Shivaji Mundhe. "The Dynamics Of Workforce Diversity: Implications For Employee Performance." IOSR Journal of Business and Management 26, no. 12 (2024): 38–43. https://doi.org/10.9790/487x-2612063843.
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Diversity in the workplace ought to be regarded as a commercial opportunity rather than a moral imperative. Contemporary organizations take pride in possessing a diversified workforce. Recent study has been undertaken to assess the influence of workforce diversity on employee performance. Four criteria were identified for examination. This research, involving a sample of 195 employees within the manufacturing sector, examined diversity concerning age, gender, education, and geographic region. The study employed both descriptive and exploratory research methodologies. The results underscore the need of accounting for numerous aspects in comprehending and enhancing employee performance within firms. Gender diversity is a crucial element that deserves focus in efforts to improve performance outcomes
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Gautam, Prakash Kumar. "Effect of Workforce Diversity Management on Employee Performance in Educational Institutions." PYC Nepal Journal of Management 16, no. 1 (2023): 35–54. http://dx.doi.org/10.3126/pycnjm.v16i1.68106.
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Workforce diversity has both positive and negative effects on performance, which may create challenges as well as opportunities based on the effectiveness of the leadership. The leadership approach and organizational policy for managing employees have discussed theoretical underpinning which ultimately influences employee performance in academic institutions and hence the quality of students. This study examined the effect of workforce diversity management in educational institutions and its effect on employee performance. A structured survey following the deductive approach and analytical research design was used to collect information from conveniently selected self-administered 392 administrative employees of private colleges in Kathmandu. The study revealed significant positive effect of personality diversity, attitude diversity, age diversity, gender diversity, tenure diversity, and ethnic diversity management on employee performance. Among different diversity management practices, attitude and gender diversity management strongly influenced employee performance. This study contributes to improving administrative performance by addressing the diversity issue of higher education institutions. In addition, this study adds value to the social identity theory for employee performance, as the study suggests its significance to improve positive in-group behavioral intentions.
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Mushtaque, Tania, Imran Abbas Jadoon, Rana Nadir Idrees, Asma Imran, and Zia ur Rehman. "WORKFORCE DIVERSITY AND EMPLOYEE PERFORMANCE: A CASE OF COMMERCIAL BANKS IN PAKISTAN." Humanities & Social Sciences Reviews 9, no. 3 (2021): 09–15. http://dx.doi.org/10.18510/hssr.2021.932.
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Purpose of the Study: The fundamental objective of this study was to examine the association between workforce diversity and employee performance in commercial banks of Pakistan.
 Methodology: Gender, age, education, and ethnic diversity contribute to the workforce's diversity. A standardized questionnaire was distributed amongst the 400 employees of commercial banks of Pakistan to collect data. However, 281 employees, constituting 70.25%, responded. The research hypotheses were tested by using a multi-regression model through Stata16 for data analysis.
 Main Findings: The outcomes indicated a positive and significant association between gender diversity and employee performance. Gender diversity and age diversity are strong predictors of employee performance in Pakistan. However, the findings revealed that employee performance is not affected by education or ethnic diversity.
 Applications of the study: This study has significant implications from both a theoretical and a realistic perspective. This study contributes by adding sound theoretical literature to the body of knowledge on workforce diversity and employee performance. From a practical perspective, this study sheds more light on how workplace diversity affects employee performance in the banking sector of an emerging economy like Pakistan. The results of this study can also be used to build strategies to improve the implementation of employee diversity in an existing market.
 Novelty/Originality of this Study: Studies have been conducted to analyze the impact of diversity on employee performance, but this is the first study that has investigated the association between workforce diversity and employees performance with rich facets and particularly in the context of an emerging economy like Pakistan and specifically in commercial banks.
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Ngalo, Minapu Moore, Cross Ogohi, and Umar Abbas Ibrahim. "Workplace Diversity and Employee Performance: An Empirical Analysis of Nigeria’s Banking Sector." Financial Engineering 1 (July 13, 2023): 217–31. http://dx.doi.org/10.37394/232032.2023.1.21.
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The rapid growth in the Banking industry has posed several challenges such as workplace diversity which is a natural phenomenon that has both negative and positive impacts on employee performance depending on how well it is managed. Studies have shown its management or mismanagement can affect the overall performance of the commercial banks in financial service sector. It is in this context and against this backdrop that this study explores the impact of Workplace Diversity proxied by Age diversity, Gender diversity, Ethnic Diversity, Income diversity, Education Diversity and Belief diversity on the dependent variable, employee performance proxied by the employee effectiveness. The study adopted a survey research design. While the study population consisted of all twenty-two Commercial Banks in Nigeria. A sample size of three hundred (300) respondents was selected. The internet mail survey had a 90% response rate. Data collection was by use of questionnaire through internet MS survey link. Analysis was by use of descriptive and inferential statistics in SPSS version 25.0. The Regression analysis coefficient indicated the strength and direction of relationship between each independent variables and the dependent variable and tested at 5% significance level. The study therefore concludes that workplace diversity variables like Gender diversity, Income diversity, Ethnic Diversity and Belief diversity have significant impact on the employee effectiveness thus their respective performance. However, Age and Educational diversity is found to be having no significant effect on performance of employees in the organization. The study was concluded with few recommendations and limitations. The study recommended that in order to leverage on the existing and observed diversity impact on employee effectiveness, the organizations need to begin to get conscious of why it is needful that they deal with demographic characteristics to gain a competitive advantage over competitors and stay competitive and make certain that great effort is taken to ensure that workers are properly informed of the present or existing initiatives and programmes of diversity and ensure to educate or train existing and newly employed employees on issues of diversity and its importance.
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Afridah and Muhlisah Lubis. "The Role of Communication and Employee Engagement in Promoting Inclusion in the Workplace: A Case Study in the Creative Industry." Feedback International Journal of Communication 1, no. 1 (2024): 1–15. http://dx.doi.org/10.62569/fijc.v1i1.8.
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This research examines the role of communication and employee engagement in promoting inclusion in the workplace, with a specific focus on the creative industry. The study utilizes a case study approach to gain insights into the strategies and practices employed by organizations in fostering an inclusive work environment. The research objectives are twofold: first, to explore the communication channels and mechanisms utilized by organizations to promote inclusion, and second, to investigate the impact of employee engagement on fostering a culture of inclusion. A mixed-methods approach is employed, combining qualitative interviews with employees and management, as well as quantitative surveys to gather comprehensive data. The findings of the study highlight the crucial role of communication in promoting inclusion. Organizations within the creative industry employ diverse communication channels, such as town hall meetings, intranet platforms, and diversity training programs, to facilitate open dialogue and exchange of ideas. Effective communication practices contribute to enhanced employee understanding, collaboration, and mutual respect, thereby fostering an inclusive work environment. Furthermore, the study reveals that employee engagement plays a pivotal role in promoting inclusion. Engaged employees exhibit higher levels of commitment, motivation, and willingness to embrace diversity. They actively contribute to the creation of an inclusive culture by participating in diversity initiatives, providing feedback, and advocating for inclusive practices. The implications of this research that organizations in the creative industry should prioritize effective communication strategies and employee engagement to foster inclusion. By creating an inclusive work environment, organizations can harness the benefits of diversity, such as increased creativity, innovation, and employee satisfaction.
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Kundu, Subhash C., and Archana Mor. "Workforce diversity and organizational performance: a study of IT industry in India." Employee Relations 39, no. 2 (2017): 160–83. http://dx.doi.org/10.1108/er-06-2015-0114.
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Purpose The purpose of this paper is to examine the relationship between employee perceptions of diversity (i.e. significance of diversity and diversity management, and value of diversity practices employed) and perceived organizational performance. It also attempts to examine whether the perceptions of diversity vary among employees from different diversity backgrounds (i.e. across gender and categories) in Indian IT industry. Design/methodology/approach Primary data based on 402 respondents were analysed using statistical tools like factor analysis, correlations, analysis of variance, means, grand means, and regression. Findings Results indicated that employees irrespective of their diversity backgrounds positively acknowledged diversity and diversity management. However, limited but significant differences were observed among employee perceptions regarding valuing the diversity practices employed based on their diversity backgrounds. Further, employees’ perception of promotion of gender diversity was found to be positively related to perceived organizational performance. Research limitations/implications This paper relied on self-report surveys for data collection. Future studies should collect data using multiple methods to avoid common-method bias. As the sample was drawn from India, specifically from IT industry, the conclusions may not be generalized to other industries. Future studies may be conducted across industries covering different cultural settings. Practical implications Implications are first, that, in addition to investing in initiatives for promoting diversity, especially gender diversity, organizations need to ensure positive perceptibility of these initiatives by employees. Second, to foster acceptance and effectiveness of gender/diversity initiatives in organizations, managers need to ensure men and majority group employees are part of these initiatives. Third, IT industry needs to reassess their hiring strategies and should design diversity programmes with goals in mind, if not quotas, to hire and retain diverse employees to explore their potential contribution. Originality/value Inclusion of employees of Indian IT industry of different categories will definitely add value to the existing knowledge on diversity, management theory, and practice.
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Ashikali, Tanachia, and Sandra Groeneveld. "Diversity management for all? An empirical analysis of diversity management outcomes across groups." Personnel Review 44, no. 5 (2015): 757–80. http://dx.doi.org/10.1108/pr-10-2014-0216.
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Purpose – The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, the authors expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, the authors analyse affective commitment and organizational citizenship behaviour (OCB) as employee outcomes. Design/methodology/approach – The authors analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling (SEM) to analyse the consequences of diversity management across non-native and native Dutch employee groups. Findings – Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees. Practical implications – The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals. Originality/value – This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using SEM.
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Inegbedion, Henry, Eze Sunday, Abiola Asaleye, Adedoyin Lawal, and Ayeni Adebanji. "Managing Diversity for Organizational Efficiency." SAGE Open 10, no. 1 (2020): 215824401990017. http://dx.doi.org/10.1177/2158244019900173.
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The article examined “managing diversity for organizational efficiency.” It sought to find out the extent to which diversity management influences organizational efficiency through the management of conflict, cultural diversity, and employees’ perception of marginalization as well as teamwork and employee work attitude. The survey design was employed. A sample of 178 respondents from nine multinational companies in south-south Nigeria was employed. Research data were analyzed using structural equation modeling, with diversity management and organizational efficiency serving as latent variables. The results show that the management of cultural diversity, employees’ perception of marginalization, and conflict significantly influences diversity management. Furthermore, diversity management and teamwork significantly influence organizational efficiency. The need for managers of diverse workforces to give priority to diversity management, to ensure its effective implementation, was suggested, among others.
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Ehilebo, Joan Ekhomeh ,., Hauwa Lamido-Abubakar, and Daniel Ogohi Cross. "Effect of Workforce Diversity on Employee Performance in Domestic Systemically Important Banks (DSIBs) in Nigeria." WSEAS TRANSACTIONS ON ENVIRONMENT AND DEVELOPMENT 18 (June 24, 2022): 908–17. http://dx.doi.org/10.37394/232015.2022.18.86.
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The increase in diversity among employees has prompted organizations to begin to craft their human resource strategy towards better diversity management which in turn will lead to greater employee performance. This research seeks to investigate the effect of workforce diversity (age, gender and experience) on employee performance (employee engagement and employee satisfaction) in the five (5) Domestic Systemically Important Banks (DSIBs) in Nigeria. The study adopted survey research design as its methodology. Data was collected from 1881 employees in the 5 DSIBs from the six (6) geo-political zones in Nigeria using questionnaires. Regression analysis and Structural Equation Modelling (SEM) – Maximum Likelihood was used for data analysis. The results showed a significant positive relationship between workforce diversity (age, gender and experience) and employee performance. The findings of this study will give guidelines on the management of workforce diversity in the Banking and financial sector towards improved employee performance. This study examines the effect of workforce diversity on employee performance in DSIBs in Nigeria which is a gap that the study sought to fill.
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Putri, Juliana Amanda, Susan Febriantina, and Rizki Firdausi Rachmadania. "Pengelolaan Diversity Karyawan Dalam Organisasi." Jurnal Ekonomika Dan Bisnis (JEBS) 3, no. 1 (2023): 167–71. http://dx.doi.org/10.47233/jebs.v3i1.598.
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This research aims to find out: Description of diversity for company X employees, Types of employee diversity in Company X, Description of the constraints in managing Diversity for company X employees, and Benefits that exist in managing employee diversity in company X. Research methods used is descriptive analysis method with a qualitative approach. The unit of analysis used in this study were 4 employees who were determined by purposive sampling technique. The data analysis technique used is an interactive model data analysis technique, starting from data reduction, data presentation, to drawing conclusions. The results of data analysis show that there is a lot of diversity (diversity) of employees at Company X and in the Management of Diversity at Company X which is still not structured enough due to the absence of Policies or Rules related to Employee Diversity Management in the long term. This research has limitations, namely only examining one variable, therefore it is suggested for further researchers to be able to examine more than one variable to strengthen and expand the research results.
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Abdelmonem, M., H. Wasim, and M. Abdelmonem. "The Impact of Diversity and Conclusion on Employees’ Engagement Scores in The Laboratory." American Journal of Clinical Pathology 156, Supplement_1 (2021): S120. http://dx.doi.org/10.1093/ajcp/aqab191.256.
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Abstract Introduction/Objective Employee engagement is one of the most critical elements for the success of any organization. Proper engagement of the employees often leads to the success of an organization, while poor employee engagement often leads to the failure of an organization. Diversity is the presence of differences within an organization, such as differences in race, ethnicity, gender, sexual orientation, disability, or any other number of things. Inclusion is the practice of ensuring that people feel a sense of belonging and support from the organization. Methods/Case Report A retrospective study was performed at a mid-size hospital in California. The overall employee engagement score was recorded twelve months before and after founding a diversity and inclusion council. The diversity and inclusion council consisted of 12 members from all different races and gender, sexual orientations, disabilities, and socioeconomic status includes clinicians, administrators, and employees from all different hospital departments. On top of the 12 councils, nine Employee Resources Groups (ERG) represent minorities and underrepresented groups. Results (if a Case Study enter NA) The employee engagement score for 12 months (January 2019 to December 2019) for fully engaged employees was 29.5%, while the employee engagement score for 12 months (January 2020 to December 2020) for fully engaged employees was 49.3. The diversity and inclusion council was founded at the end of 2019. The data was obtained from the annual employee engagement survey. Conclusion There was a significant improvement (59.8%) in employee engagement score after launching the diversity and inclusion council. Diversity and inclusion promote the development and advancement of underrepresented groups in the laboratory through professional development courses and training. It actively creates a productive work environment within the laboratory that is free of harassment and bullying. Diversity and inclusion are vital for the laboratory to improve employee engagement scores, production, employees retentions, and laboratory financial performance.
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Lama, Padam Bahadur, Basu Dev Lamichhane, Arjun Kumar Niroula, Janga Bahadur Hamal, Ganesh Datt Pant, and Hari Prasad Ojha. "Workforce Diversity and Employee Performance in the Higher Education Sector in Kathmandu." NPRC Journal of Multidisciplinary Research 2, no. 4 (2025): 132–48. https://doi.org/10.3126/nprcjmr.v2i4.77784.
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Background: Workforce diversity with better management fosters employee performance. The research aims to assess the effect of workforce diversity comprising gender diversity and diversity at the academic level on employee performance. Methods: The research employed a descriptive and causal research design. The primary sources of data utilized in the study. This research utilized a purposive sampling technique. The population of the study was faculty members of the higher education sector in Kathmandu. Thus, a structured questionnaire of 377 was disseminated to the target respondents and received only 191 useful questionnaires. Moreover, the research utilized descriptive statistics, correlation, and regression for data analysis. Results: The findings of the research revealed a positive influence of gender diversity on performance (β = 0.114; t = 1.27), however, it was found insignificant. Moreover, a positive and statistically significant effect of diversity at the academic level was found on employee performance (β = 0.774; t = 8.87). Conclusion: The management of workforce diversity in the higher education sector fosters the performance of faculty members reflecting that academic institutions embracing inclusive steps from the recruitment process to cultivate a diverse workforce to enhance performance. Novelty: This research discovers the evidence boosting employee performance linking the diverse workforces especially gender diversity and diversity at the academic level deriving the evidence from the higher education sector. The findings of this research establish a benchmark for advancing the performance of employees.
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Yang, Mingjun, Tuan Trong Luu, and David Qian. "Group diversity and employee service innovative behavior in the hospitality industry: a multilevel model." International Journal of Contemporary Hospitality Management 34, no. 2 (2021): 808–35. http://dx.doi.org/10.1108/ijchm-06-2021-0822.
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Purpose Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been demonstrated as a predictor of employee outcomes, whether group diversity in terms of extraversion and openness enhances employee service innovative behavior remains a gap. This study aims to fill this gap by developing a multilevel model of the direct relationship between group diversity in terms of extraversion and openness and employee service innovative behavior and also the mediations and moderations behind the relationship. Design/methodology/approach The authors collectd data from 44 Chinese hospitality teams. The research model was validated by multilevel structural equation modeling. Findings Results showed that both group extraversion diversity and group openness diversity fostered employee service innovative behavior via creative self-efficacy. Developmental culture strengthened the effectiveness of group openness diversity on creative self-efficacy and the effectiveness of creative self-efficacy on employee service innovative behavior. Nevertheless, developmental culture did not strengthen the effectiveness of group extraversion diversity on creative self-efficacy. Practical implications Findings suggest that managers and team leaders from hospitality organizations can elicit employee service innovative behavior through increasing group diversity in terms of extraversion and openness. Hospitality practitioners also should understand that employees’ confidence for creativity is able to channel group diversity into employee service innovative endeavors. Moreover, building developmental culture is essential for hospitality teams to strengthen the effect of group diversity on innovating services. Originality/value This study expands the diversity-innovation research through unfolding both the mediations and the moderations behind the link between group diversity in terms of extraversion and openness and employee service innovative behavior.
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Rijal, Rheet. "The Impact of Workforce Diversity Management on Organizational Performance: A Study in Nepalese Hospitality Sector." Quest Journal of Management and Social Sciences 5, no. 2 (2023): 148–64. http://dx.doi.org/10.3126/qjmss.v5i2.60843.
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Background: The 1960s and 1970s in the United States marked a pivotal era in recognising the importance of workplace diversity and equal opportunities, leading to the establishment of the President's Committee on Equal Employment and the enactment of the 1964 Civil Rights Act. This historical backdrop has evolved into a contemporary emphasis on diverse dimensions, such as demographic, cultural, and cognitive aspects, underscoring its critical role in improving organisational performance—an insight extended to the study's focus on Nepal's hospitality sector. Objectives: This research aims to investigate the impacts of workplace diversity on organisational performance with the mediating role of inclusion and employee engagement solely. Methods: The study followed a positivist research paradigm, deductive reasoning, a causal-comparative research method, and snowball sampling techniques for its procedural operations. The study's target populations were the staff employed in hospitality sectors in Nepal. The study incorporated 439 as a sample size. The structured survey questionnaire was used to collect the primary data. The data were analysed using descriptive and inferential statistics like percentages, frequency, and structural equation modelling. In order to analyse the data, SPSS 20 and AMOS 22 were used. Results: The study supports hypotheses related to the positive influence of workforce diversity on employee inclusion, the positive effects of employee inclusion and engagement on organisational performance, and the partial mediation role of both employee inclusion and engagement in the relationship between workforce diversity and organisational performance. However, the study rejects hypotheses suggesting a direct impact of workforce diversity on employee engagement and organisational performance in the Nepalese hospitality sector. Conclusions: The crucial role of fostering employee inclusion positively impacts loyalty and effort. While workforce diversity may not directly impact organisational performance, focusing on inclusion can lead to better outcomes. Organisations are urged to prioritise creating inclusive environments for enhanced employee commitment and to better align with the needs of a diverse customer base. Implications: This research benefits human resource (HR) managers and businesses as it furnishes information that can be utilised to enhance legislative frameworks and establish measures for monitoring employee diversity policies. The findings of this study also aid established and emerging businesses in determining crucial considerations related to staff diversity. Employees currently employed will benefit from this research as it sheds light on the significance of staff diversity in terms of organisational success and growth. Paper type: Research Paper Key Words: Quantitative research, Diversity management, Gender, Age, Hospitality.
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Obinge, Francis Oyoo, and Elizabeth Nambuswa Makokha Dr. "Workforce Diversity and Employee Performance in National Museum of Kenya." International Journal of Recent Research in Social Sciences and Humanities (IJRRSSH) 11, no. 3 (2024): 99–109. https://doi.org/10.5281/zenodo.13341918.
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<strong>Abstract</strong><strong>:</strong> The purpose of the study was to establish the effect of workforce diversity on employee performance at National Museum of Kenya. The study was guided by the following study objective; to determine the effect of ethnicity diversity on employee performance at National Museum of Kenya. The study was underpinned by the following theories Primordia list approach to ethnicity theory. The study employed a descriptive study design. The target population of 552 and sample size of 232 respondents were included, that is senior management middle level management, support management and hospitality. The data collection instruments was questionnaires. Multiple regression was used to test the significance levels of one variable over the other. Analysis of variance was also used. The presentation of the quantitative data from the coded closed ended questions was tabulated using tables, charts, graphs with aid of SPSS software. From the results, there was a very strong relationship between ethnicity diversity and employee performance at National Museum of Kenya (r = .896, p value =0.002). The relationship was significant since the p value 0.002 was less than 0.05 (significant level). The study came up with the following recommendations; the management of National Museum of Kenya should try to embrace a culture which is not discriminative to enable high performance and also encourage customs and culture beliefs that dictate how employees relate with other colleagues and do work with. National Management of Kenya should discourage the employees from indulging in ethnic differences as they are likely to disrupt peace and harmony existing amongst the employees in this organization. The management should hire and recruit employees from all ethnic backgrounds from all over the country hence leads to increased productivity. The management should come up with specific training approaches to enable a workforce full of specific skills, knowledge, attitudinal or task information to enable employee performance. <strong>Keywords:</strong><em> </em>Ethnicity Diversity, Organisational performance. <strong>Title:</strong> Workforce Diversity and Employee Performance in National Museum of Kenya <strong>Author:</strong> Obinge Francis Oyoo, Dr. Elizabeth Nambuswa Makokha <strong>International Journal of Recent Research in Social Sciences and Humanities (IJRRSSH)</strong> <strong>ISSN 2349-7831</strong> <strong>Vol. 11, Issue 3, July 2024 - September 2024</strong> <strong>Page No: 99-109</strong> <strong>Paper Publications </strong> <strong>Website: www.paperpublications.org</strong> <strong>Published Date: 19-August-2024</strong> <strong>DOI: https://doi.org/10.5281/zenodo.13341918</strong> <strong>Paper Download Link (Source)</strong> <strong>https://www.paperpublications.org/upload/book/Workforce%20Diversity%20and%20Employee%20Performance-19082024-2.pdf</strong>
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Nadya, Andhany, and Nurlaela Arief Neneng. "Employer Branding to Improve Employee Loyalty after a Business Merger in PT Pelindo Terminal Petikemas." International Journal of Current Science Research and Review 07, no. 02 (2024): 1187–98. https://doi.org/10.5281/zenodo.10666487.
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Abstract : In today’s world, solid employer branding is important for any company or organization. Ambler & Barrow (1996) defined employer branding as the process of building and promoting a company’s reputation as an employer. Ilyas et al. (2020) stated that employer branding has a strong positive relationship with employee loyalty and the extent to which employees are committed to their organization and its goals. When a business goes through a merger, employee loyalty becomes an important factor in ensuring the company’s productivity, which is something that PT Pelindo Terminal Petikemas and some other Indonesian State-Owned Enterprises have gone through in recent years. The primary research objective of this study is to identify the specific aspects of employer branding that can be prioritized by PT Pelindo Terminal Petikemas to enhance employee loyalty. The methodology used is primarily quantitative research with correlational analysis as the statistical model, however, additional qualitative data was also collected and analyzed. The primary data were acquired through an online questionnaire given to the employees of PT Pelindo Terminal Petikemas. This study concludes that employer branding and employee loyalty have a strong positive significant correlation. Furthermore, it was also found that the employer branding dimensions with the strongest correlation with employee loyalty are organizational culture, ethics and corporate social responsibility, and diversity. PT Pelindo Terminal Petikemas can focus on improving the organizational culture, ethics and corporate social responsibility, and diversity aspects of employer branding to improve employee loyalty. The research also provides actionable solutions for PT Pelindo Terminal Petikemas to further strengthen its employer branding and improve employee loyalty.
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Umme Ara and Sarika Sushil. "Workforce Diversity as a Driver of Employee Performance: Perspectives from Institutions of Higher Education." COMMERCE RESEARCH REVIEW 2, no. 1 (2025): 26–35. https://doi.org/10.21844/crr.v2i01.1119.
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The study analyzes the role of workforce diversity in shaping employee performance. within higher education settings, emphasizing gender diversity (GD), age diversity (AD), and experience diversity (ED). The research is grounded on a quantitative approach, utilizing a standardized survey that was given to administrative and academic staff in higher education institutions in Allahabad. The study employed regression analysis to analyse the association among considered diversity variables and employee performance (EP). The findings reveal that all three aspects of diversity dimensions significantly influence employee performance, with the regression model yielding the equation EP = 1.885 + 1.840 GD + 1.291 AD + 2.348 ED. This suggests that gender diversity, age diversity, and experience diversity positively contribute to enhancing employee performance, with experience diversity having the most substantial effect. The findings underscore the significance of cultivating a workforce with diversity to improve organisational outcomes in the higher education sector. This study contributes to the growing corpus of research on workforce diversity and the influence it has on for employee performance, providing insightful information to institutional leaders and legislators who want to establish inclusive and productive workplaces
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Oshin, Idris Ibidabo, Adetayo Olaitan Ayanleke, and Hammed Olawale Gazal. "The Workforce Diversity on Employee Performance in Toyota of Bowie, United States of America." Organization and Human Capital Development 2, no. 1 (2023): 28–40. http://dx.doi.org/10.31098/orcadev.v2i1.1097.
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The study examines workforce diversity on employee performance in Toyota of Bowie, United States of America. The primary aim was to examine the interactions between workforce diversity and employee performance. The study employed survey research design and simple random sampling techniques. Eighty-six (86) questionnaires were administered to the respondents of the selected firm via google form. The data are presented in the table as frequency distribution and descriptive statistics. Four hypotheses formulated were tested by using Linear Regression and Pearson Correlation. Results showed that gender diversity accounts for 9.3% influence on employee efficiency. There exists a moderate relationship between religious diversity and employee effectiveness in the organization. Ethnicity diversity influences the quality of service. There exists a weak relationship between age diversity and employee satisfaction. It was concluded that workforce diversity is also an influencer of employee performance and recommended among others that organisations should formulate policies that encourage employee development, as this will create a wide pool of knowledge within the organization thus enhancing organizational competitiveness.
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Ghimire, Shiva Raj, Ujen Manandhar, and Sabina Ghimire. "Exploring the Influence of Age and Education Diversity on Employee Performance at Bhatbhateni Supermarket in Kathmandu Valley." Nepalese Journal of Business and Management Studies 2, no. 1 (2023): 100–116. http://dx.doi.org/10.3126/njbms.v2i1.67746.
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In today's diverse workplaces, understanding the relationship between workforce diversity and employee performance is crucial. Age diversity and education diversity are taken as independent variables, and employee performance is the dependent variable in this study. This study aims to examine the effects of these independent variables on the employee performance of Bhatbhateni Supermarket located at Thimi, Satdobato, Krishna Galli, and Koteshwor. Grounded in human capital theory, this study employs descriptive, relational, and causal research designs along with correlation and regression, which are used as major statistical tools considering the research objectives. The convenience sampling method was used in this study, where the survey utilized a self administered questionnaire as the data collection tool and collected responses from 146 employees. The findings concluded that there is a positive and significant relationship between age diversity and education diversity on employee performance. The study revealed that when there is a mix of ages and education levels in the workplace, employees tend to perform better. Therefore, this research highlights the important role of these two dimensions of workforce diversity in enhancing employee performance.
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Hsiao, Aaron, Chris Auld, and Emily Ma. "Perceived organizational diversity and employee behavior." International Journal of Hospitality Management 48 (July 2015): 102–12. http://dx.doi.org/10.1016/j.ijhm.2015.04.009.
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Vivek, Ramakrishna, and Sathiyakumar Chandrakumar. "BLIND SELECTION AND EMPLOYEE DIVERSITY: REVIEW." Cultural Communication and Socialization Journal 4, no. 1 (2023): 01–05. http://dx.doi.org/10.26480/ccsj.01.2023.01.05.
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The recruiting process is more effective by a realistic mindset matching the organization’s goals and the applicants’ demands. The purpose of this study was to investigate the effective practices of blind selection from the organizational perspective and to find the impact of blind selection in achieving organizational diversity. Study used a systematic review and explored the document using thematic analysis to aggregate the most common causes and consequences of proposing blind selection. According to the findings of the research, most individuals have favorable sentiments toward blind selection in organizational performance. However, a company’s nature significantly impacts how this concept is adopted within the organization. Most of the literature emphasized that blind recruiting is characterized by varied approaches and perspectives on the problem, resulting in increased organizational effectiveness due to diversity.
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Syafiq Maricar, Muhmmad, and Suprapto Suprapto. "The Influence of Employee Cross-Cultural and Motivation on Employee Performance Through Corporate Ethics as a Mediating Variable in DPU Bank Indonesia." Dinasti International Journal of Education Management And Social Science 6, no. 1 (2024): 315–28. https://doi.org/10.38035/dijemss.v6i1.3199.
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This study aims to analyze the influence of employee cross-cultural diversity and motivation on employee performance through corporate ethics at Bank Indonesia. The population for this study consists of permanent employees of Bank Indonesia, with a sample size of 228. The data analysis method used is the Structural Equation Model-Partial Least Square (SEM-PLS). Key findings of the research indicate that cross-cultural diversity among employees positively and significantly affects employee performance. Similarly, work motivation also has a significant positive impact on employee performance. However, both cross-cultural diversity and work motivation do not show a statistically significant relationship with corporate ethics. Furthermore, corporate ethics does not have a statistically significant relationship with employee performance. Specifically, there is no significant mediating effect of corporate ethics on the relationship between cross-cultural diversity as well as work motivation and employee performance. The conclusion of this study is that although cross-cultural diversity and work motivation significantly impact employee performance, their influence through corporate ethics is not statistically significant. Therefore, organizations should focus more on creating an environment that supports cultural adaptation and motivation enhancement, while continuously evaluating and strengthening corporate ethics practices.
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Putra, Yohanes Rico Ananda, and Muhammad Irfan Syaebani. "Effect of Employee Perception of Sex Diversity and Employee Perception of Retaining Sex Diversity on Work Efforts Mediated By Interactional Justice, Distributive Justice, and Procedural Justice in Public Sector." Syntax Literate ; Jurnal Ilmiah Indonesia 7, no. 10 (2023): 18224–37. http://dx.doi.org/10.36418/syntax-literate.v7i10.13297.
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Digital transformation has become one of the government programs. In an organization full of diversity, leaders need to carry out good governance. Proper diversity management is needed for organizations with diverse employees. Diversity management can be felt by employees from two perspectives, namely how employees see the existing diversity and how employees see the organization's efforts to maintain diversity. Apart from being applied to managing organizations, diversity management is directly proportional to organizational justice. This research aims to determine the effect of perceptions of sex diversity and perceptions of retaining sex diversity on employee work efforts in the public sector mediated by interactional justice, distributive justice, and procedural justice in organizations. Research data was collected using a questionnaire and obtained 148 respondents. The collected data was analyzed using the Partial Least Square (PLS-SEM) based Structural Equation Modeling method with the SmartPLS application. The results showed that there was a positive effect on perceptions of employee diversity and perceptions of retaining employee diversity on work effort mediated by procedural justice. However, the results showed that other variables had a different effect. This research contributes to providing an overview regarding how to improve the work efforts of employees in the public sector, especially those with a high level of diversity.
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Jonah, Charles Tambari. "Organizational Learning Culture and Employee Work Attitude in Deposit Money Banks in Rivers State." Journal of Strategic Management 7, no. 3 (2022): 11–23. http://dx.doi.org/10.47672/jsm.1288.
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Purpose: This study examined organizational learning culture and employee work attitude in deposit money banks in Rivers State.
 Methodology: A systematic review of extant literature on variables such as proactivity, commitment to cultural diversity, job satisfaction and employee involvement were done. The study adopted the correlational research design. A population of six hundred and seventy-eight (678) employees of deposit money banks in Rivers State was obtained. The Spearman test statistics was employed in examining the four formulated hypotheses. A structured questionnaire was adopted as the research instrument. The hypotheses were tested using the Spearman’s Rank Order Correlation Coefficient. The tests were carried out at a 0.05 significance level.
 Findings: The study revealed that proactivity influences employee involvement and job satisfaction. Further, the study showed that commitment to cultural diversity influences employee involvement and job satisfaction respectively. Based on the findings, the study concluded that organizational learning culture influences positive employee work attitude in the understudied deposit money banks in Rivers State.
 Recommendation: Following the findings and conclusion, the study recommended that deposit money banks should enhance the proactivity levels of the employees through practices such as workshops, trainings, deference to expertise and tolerance to risk taking. This helps in encouraging positive work attitudes such as employee involvement and job satisfaction. Commitment to cultural diversity (through, work socialization, effective communication, inclusion, openness, and fairness) is a strategy to attain desired positive work attitudes such as employee involvement and job satisfaction.
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Nnabuife, Ezimma K., and Ikemefuna Madu. "Diversity Management and Employee Engagement A Comparative Analysis of Tertiary Institutions In North Central Nigeria." International Journal of Trend in Scientific Research and Development 4, no. 3 (2020): 77–91. https://doi.org/10.5281/zenodo.3892403.
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Diversity brings multi ethnic, multi racial and multi cultural perspective to organizations because the concept creates awareness of diverse populations both in workplaces and commercial markets. Broadly view, the objective of the study is to investigate if there are any significant differences of diversity management on Employees Engagement in Nigerian Universities. Specifically, the study is ought to explore the differences in the Nature of Relationship between Cultural Synergy and Employees Promotion among Universities in North Central Nigeria. A survey design was employed and the population comprises of Nine 9 selected universities that cut across the three 3 states under study. However, a sample size of 399 was determined using Taro Yamane sample size technique. Equality allocation format is shared among the three states under study hence 133 copies of questionnaires are distributed among each state. In return, 378 copies of questionnaire representing 95 of it is filled, returned and therefore used for the entire analysis. Descriptive statistics was use to test the mean differences while Kruskal Wallis test was used to test the hypotheses. Findings reviewed that all the significance levels are within 1 , indicating that there is no significant difference in the nature of relationship between cultural synergy and employee promotion. It was recommended that universities in the north central can be compared towards cultural synergy and employees’ promotions are guided by the same principles. This by implication implies that universities has standard of operations which are put into practice be it public or privates since they are being control by a central body called the National University Commission and public employments are still being controlled by the character commission. Nnabuife Ezimma K. | Madu Ikemefuna "Diversity Management and Employee Engagement: A Comparative Analysis of Tertiary Institutions In North Central Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30283.pdf Paper Url :https://www.ijtsrd.com/management/equality-diversity-and-inclusion/30283/diversity-management-and-employee-engagement-a-comparative-analysis-of-tertiary-institutions-in-north-central-nigeria/nnabuife-ezimma-k
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Olu-Ogunleye, Itunu, and Babatunde Akanji. "Impact of Workplace Diversity on Employee Performance." Organization and Human Capital Development 4, no. 1 (2025): 127–46. https://doi.org/10.31098/orcadev.v4i1.2999.
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This study represents a critical analysis of the impact of workplace diversity on employees' performance in Wema Bank Plc, Nigeria. The objectives of the study are to discuss the concept and context of workplace diversity, examine the dynamics of employee performance in Wema Bank, establish the relationship between workplace diversity and employee performance, identify the key factors that influence both, and apply relevant theories and models in addressing the objectives. The research was, therefore, conducted under the philosophical approach of positivism, where a survey method was adapted to collect primary data through questionnaires from Wema Bank Plc employees. Statistical tools were used for analyzing the relationship of variables, and regression analysis was one of them. The findings indicate that workplace diversity positively influences employee performance and inclusivity, diversity training, and leadership support are some of the key drivers of this relationship. The findings lead the study to recommend that Wema Bank Plc should enhance diversity through targeted diversity training programs, create an enabling workplace culture that embraces inclusiveness, and ensure that the leadership is committed to the pursuit of diversity initiatives. This study emphasizes the important role of workplace diversity in enhancing employee performance and provides practical strategies for organizational advancement.
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Jaiswal, Akanksha, and Lata Dyaram. "Diversity: a matter of reality or perception?" International Journal of Organizational Analysis 26, no. 5 (2018): 798–811. http://dx.doi.org/10.1108/ijoa-01-2018-1324.
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PurposeWhile extant literature is replete with studies on actual diversity, research on perceived diversity is scant. The authors examine perceived diversity as an underlying mechanism explaining the effect of actual diversity on affect-related outcome (employee well-being).Design/methodology/approachIn total, 617 full-time employees from large organizations representing varied industries in India have participated in the survey-based study. The authors used PROCESS macro for mediation analysis.FindingsAn index estimating actual surface-level diversity was found to correlate significantly with perceived surface-level diversity. Perceived diversity was found to significantly impact employee well-being, thereby, demonstrating its mediating role in the link between actual diversity and well-being.Research limitations/implicationsBeyond the underlying processes of diversity, effects such as diversity perceptions, contextual factors conditioning diversity effects need exploration.Practical implicationsInvestigation of both actual and perceived diversity improves the explanation of diversity effects. Besides compositional mix, managers must tap on employee perceived differences to understand and leverage diversity and its effects.Originality/valueBesides contributing to the emerging interest in empirical examination of perceived diversity on employee outcomes, this study develops an index to estimate actual surface-level diversity.
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Aflah, Kuntarno Noor. "Knowledge Sharing and Individual Diversity Interaction at Zakat Institutions in Indonesia: Testing the Relationship." Shirkah: Journal of Economics and Business 7, no. 1 (2022): 86–99. http://dx.doi.org/10.22515/shirkah.v7i1.501.
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Research on the relationship between knowledge sharing and employee performance is still inconsistent. Hence, this study offers novelty by involving a variable of individual diversity interaction to investigate the effect of knowledge sharing on employee performance as observed by the ability of employees in achieving individual targets in collecting and distributing ZIS (zakat, infak, and alms). This study included 195 respondents that were analyzed with Structural Equation Modelling using AMOS. The results indicated that knowledge sharing has a positive and significant effect on individual diversity interaction. Individual diversity interactions have a positive and significant effect on religiosity and affective commitment. Moreover, religiosity and individual diversity interaction have a positive and significant effect on employee performance. However, affective commitment indicates no effect on employee performance. This study suggests that to improve performance, employees at zakat institutions need to further intensify their knowledge sharing. This study can be utilized as a resource for more research and to upgrade employees' ZIS collection and distribution capacity.
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Pokhrel, Lal Mani. "Workforce Diversity and Its Impact on Organizational Success." Academia Research Journal 2, no. 1 (2023): 119–32. http://dx.doi.org/10.3126/academia.v2i1.52349.
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This study examines how employee performance in Nepalese commercial banks serves as a proxy for organizational success to determine the benefits of workforce diversity. The study employed a descriptive and causal comparative research methodology to examine the employees of Bank of Kathmandu Ltd., established in Banke and Bardiya District, in order to determine the relationship between dependent factors, such as employee performance, and independent variables (i.e. age diversity, gender diversity, ethnic diversity, and level of education). The study is based on first-hand information. The descriptive design aids in determining the employees' basic backgrounds, and the casual comparative research design aids in determining the impact and connections between each independent variable and dependent variable. The research reveals that all independent variables—including age, gender, ethnicity, and educational attainment—have a statistically significant positive connection with the dependent variable (i.e. organization effectiveness). There are increased chances of establishing organizational success there as each group's diversity grows, and vice versa. Similar to how all independent variables have an effect on dependent variables, such as organization effectiveness, are age diversity, gender diversity, ethnic diversity, and degree of education. As a result, the effectiveness of the organization is influenced by each of the independent variables.
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Athey, Susan, Christopher Avery, and Peter Zemsky. "Mentoring and Diversity." American Economic Review 90, no. 4 (2000): 765–86. http://dx.doi.org/10.1257/aer.90.4.765.
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We study how diversity evolves at a firm with entry-level and upper-level employees who vary in ability and “type” (gender or ethnicity). The ability of entry-level employees is increased by mentoring. An employee receives more mentoring when more upper-level employees have the same type. Optimal promotions are biased by type, and this bias may favor either the minority or the majority. We characterize possible steady states, including a “glass ceiling,” where the upper level remains less diverse than the entry level. A firm may have multiple steady states, whereby temporary affirmative-action policies have a long-run impact. (JEL J71, J41, D20)
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Olusegun, Oyedele Ola, Issa Abdulraheem, and Brimah Aminu Nassir. "Workforce Diversity Management Strategies and Organisational Performance in the Food and Beverage Industries in Lagos State, Nigeria." Scholedge International Journal of Management & Development ISSN 2394-3378 5, no. 1 (2018): 1. http://dx.doi.org/10.19085/journal.sijmd050101.
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<p>Workforce Diversity Management is gradually being used and becoming acceptable as a significant organizational resource in esteems to whether the objective is to be an employer choice, to offer outstanding customer service, or to sustain a competitive advantage. It also has verified to have controlled to an opinion of being essential for organizational performance especially in the Food and Beverage Industry in Nigeria. This ultimate faith forces managers to hold and understand the theory of workforce Diversity, its benefits and challenges. As such, this study examined the effect impact of workforce diversity management towards organizational performance which focuses into the food and beverage industry within the larger manufacturing sector. The research also emphases on workforce diversity management which contains the employee communication(EC) as a mechanism in reducing conflicts and talent availability(TA) which are the utmost critical variables amongst the others. The study employed primary data mainly for revalidation of results and inferential information from secondary sources. Primary data was harnessed from the views of managers and employees of the foods and beverage industries through questionnaire. The study adopted cross sectional research design and considered 3 multinational corporations in the food and beverage sector in Nigeria based on random sampling technique. The sample size constituted the lower, middle and senior level staff of the multinational Corporations at their headquarters and plants to achieve the objectives of this study based on the two hypotheses that were formulated. Both descriptive and inferential statistical techniques were employed. The statistical tools used included cross tabulations, Mean, Regression and Correlation analysis with the aid of SPSS computer packages. The results showed that employee communication (EC) have significant effect on organizational effectiveness (OE) (at P=0.000). It was discovered that talent availability (TA), has significant relationship on employee retention (ER)(at P= 0.002), the study reflected that Workforce diversity represents both a challenge and an opportunity for business and corporate entity. Hence, no organization in this dispensation of Globalization can survive without workforce Diversity. The study recommends that; organization ought to accord due priority for optimum utilization of strength of workforce diversity and institute measures to enhance commitment among the employees for improvement of organizational performance. Organizations should make workforce diversity management a core business value because diverse work teams bring high value to organizations and respecting individual differences will benefit the workforce by creating a competitive edge and increasing work productivity.</p>
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WAHUA, LAWRENCE, SIMON PETER TSEKPO, and JENNIFER CHIAMAKA ANYAMELE. "GOVERNANCE AND EMPLOYEE PRODUCTIVITY OF SELECTED NIGERIAN BANKS: DOES GENDER DIVERSITY MATTER?" Asian Journal of Arts, Humanities and Social Studies 1, no. 1 (2018): 19–39. https://doi.org/10.5281/zenodo.1400529.
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This work investigated the impact of corporate governance on employee productivity with special focus on gender diversity in selected Nigerian local banks whose operating licences predated 2006. The study adopted quantitative approach; applied descriptive and inferential statistical analyses; and extracted data from the sampled banks’ audited annual accounts from 2012 to 2016. Four hypotheses were developed in line with reviewed literature, and tested using multiple regression analysis and univariate general linear model. The study anchored on critical mass and upper echelon theories. The results reveal that: (i) board gender diversity has significant positive effect on Nigerian banks’ employee productivity; (ii) top-management gender diversity does not have significant effect on Nigerian banks’ employee productivity; (iii) board chairman gender diversity has significant positive effect on Nigerian banks’ employee productivity; and (iv) board secretary gender diversity does not have significant effect on Nigerian banks’ employee productivity. The practical implications of this research are that Nigerian banks should promote board gender diversity and board chairmen gender diversity to increase their employee productivity. Theoretically, this research establishes the importance of critical mass theory on Nigerian banking sector: board gender diversity has significant effect on employee productivity.
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Nguta, Lydia, and Jacqueline Omuya. "Effect of Ethnic Diversity on Employee Performance at the National Museum of Kenya." International Journal of Business, Economics, and Social Development 5, no. 2 (2024): 260–70. http://dx.doi.org/10.46336/ijbesd.v5i2.662.
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According to the assessment report from the Quality Assessment and Performance Improvement Strategy, it was identified that the staff members of the state corporations in Kenyan exhibited low performance levels, leading to a decline in employee satisfaction. The National Cohesion and Integration Commission (NCIC) audit report revealed disparities in race and ethnicity within the corporations. The primary objective of the research was to examine the impact of ethnic diversity on the performance of employees at the National Museum of Kenya. The research drew guidance from similarity/attraction theory. In the study, a descriptive cross-sectional survey design was employed. The total population comprised 550 employees at various personnel levels at the National Museum of Kenya headquarters. A population sample of 110 members was selected through Stratified random sampling. Data was collected using a semi-structured questionnaire administered to the chosen sample. To ensure the reliability of the instrument, Cronbach's Alpha was employed. Descriptive statistics was utilized for analysis of quantitative data, with the results presented through tables, figures, graphs, and prose. The research uncovered significant positive correlations between ethnic diversity and employee performance within the National Museum of Kenya. This underscores the importance of cultivating diversity when hiring personnel, as it contributes to enhanced performance. Furthermore, ensuring equal opportunities for promotion fosters employee motivation and dedication. To maximize the benefits of ethnic diversity, organizations should actively promote it and harness the collaborative potential of diverse work groups to improve both individual and organizational performance.
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Andoh, Juliana Serwaa, Benjamin Ghansah, Joy Nana Okogun-Odompley, and Ben-Bright Benuwa. "Impact of Workplace Diversity on Employee Performance." International Journal of R&D Innovation Strategy 1, no. 2 (2019): 31–43. http://dx.doi.org/10.4018/ijrdis.2019070103.
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The authors explore how the milieu of workplace diversity affects the relationship between employee and performance. In particular, we theorize and empirically examine the moderating effects of four (4) categories of diversity context variables: age, gender, ethnicity, and educational background. The authors perform analyses on 175 out of 320 respondents consisting of academic and administrative staff of four selected private universities in Ghana. The results showed, for example, that workplace diversity has an overall influence on employee performance, however, educational diversity has more effect on employee performance in the universities compared to the other competing variables used in this study. Age and educational diversity had a significant impact on employee performance in the universities whilst gender and ethnicity diversity had no influence on their performance. We discuss future research directions regarding diversity, workgroup context, and performance outcomes and outline some recommendations for administrators and university leaders.
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Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (2021): 350–54. http://dx.doi.org/10.1177/26314541211030592.
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The article briefs upon the multiple ways TVS has been engaging its employees for generations. Employees share their experiences and take immense pride in becoming the brand ambassadors of this century-strong and value-filled organisation. From practising a culture of innovation to building an ecosystem that encourages the entrepreneurs, TVS has left its legacy by creating an inclusive and conducive work environment for its employees. The article details on how employees consider being part of the TVS family as a pride of association and further states the revolutionary measures initiated in terms of employee well-being and welfare.