Journal articles: 'Workplace diversity'

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Van Den Bergh, Nan. "Workplace Diversity:." Employee Assistance Quarterly 6, no. 4 (June 26, 1991): 41–58. http://dx.doi.org/10.1300/j022v06n04_03.

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Patrick, Harold Andrew, and Vincent Raj Kumar. "Managing Workplace Diversity." SAGE Open 2, no. 2 (April 17, 2012): 215824401244461. http://dx.doi.org/10.1177/2158244012444615.

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Mercer, Kenneth L. "Roundtable-Workplace Diversity." Journal - American Water Works Association 109, no. 8 (August 2017): 56–63. http://dx.doi.org/10.1002/j.1551-8833.2017.tb00048.x.

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Peters, Eileen, and Silvia Maja Melzer. "Immigrant–Native Wage Gaps at Work: How the Public and Private Sectors Shape Relational Inequality Processes." Work and Occupations 49, no. 1 (January 11, 2022): 79–129. http://dx.doi.org/10.1177/07308884211060765.

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We investigate how the institutional context of the public and private sectors regulates the association of workplace diversity policies and relational status positions with first- and second-generation immigrants’ wages. Using unique linked employer–employee data combining administrative and survey information of 6,139 employees in 120 German workplaces, we estimate workplace fixed-effects regressions. Workplace processes are institutionally contingent: diversity policies such as mixed teams reduce inequalities in the public sector, and diversity policies such as language courses reinforce existing inequalities in the private sector. In public sector workplaces where natives hold higher relational positions, immigrants’ wages are lower. This group-related dynamic is not detectable in the private sector.

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Ravichandran, Sabthami. "Generational Diversity at Workplace." NHRD Network Journal 14, no. 3 (July 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.

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Vardy, Felix J. J., and John Morgan. "Diversity in the Workplace." IMF Working Papers 06, no. 237 (2006): 1. http://dx.doi.org/10.5089/9781451864977.001.

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Barclay, J. M., and L. J. Scott. "Transsexuals and workplace diversity." Personnel Review 35, no. 4 (July 2006): 487–502. http://dx.doi.org/10.1108/00483480610670625.

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Peppas, Spero C. "Diversity in the workplace." Employee Relations 28, no. 2 (March 2006): 119–29. http://dx.doi.org/10.1108/01425450610639356.

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Morgan, John, and Felix Várdy. "Diversity in the Workplace." American Economic Review 99, no. 1 (February 1, 2009): 472–85. http://dx.doi.org/10.1257/aer.99.1.472.

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We study minority representation in the workplace when employers engage in optimal sequential search and minorities convey noisier signals of ability than mainstream job candidates. The greater signal noise makes it harder for minorities to change employers' prior beliefs. When employers are selective, this leads to minority underrepresentation in the workplace. Diversity improves when the cost of interviewing, the average skill level of candidates, or the opportunity cost of not hiring increases. Reducing the cost of firing also increases minority representation. When employers are sufficiently unselective, the rigidity of employers' beliefs leads to overrepresentation of minorities. (JEL D83, J15, J24, J71, M12, M51)

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Pritam, Singh Randhawa Neetu. "Analytical Study on Teams Ethnic Diversity and Workplace Organization." International Journal of Psychosocial Rehabilitation 24, no. 5 (May 30, 2020): 7276–80. http://dx.doi.org/10.37200/ijpr/v24i5/pr2020759.

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DiPaolo, Peter T., Grace Klinefelter, and Tom Griffin. "Age Diversity in the Workplace." International Journal of Interdisciplinary Social Sciences: Annual Review 3, no. 1 (2008): 311–16. http://dx.doi.org/10.18848/1833-1882/cgp/v03i01/52504.

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Muir, C. "Workplace Readiness for Communicating Diversity." Journal of Business Communication 33, no. 4 (October 1, 1996): 475–84. http://dx.doi.org/10.1177/002194369603300407.

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Urbancová, Hana, Helena Čermáková, and Hana Vostrovská. "Diversity Management in the Workplace." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 64, no. 3 (2016): 1083–92. http://dx.doi.org/10.11118/actaun201664031083.

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Diversity is a phenomenon which is increasingly manifesting itself in the globalized society; therefore, it is observable in various areas of human activity, and thus also in the labour market and work teams. Age, sex, ethnicity and nationality, creed or disabilities are among the parameters of diversity. The aim of the article is to identify and evaluate the implementation of Diversity Management in workplaces, whilst bearing in mind researched factors of diversity. The results were gained by conducting a primary survey by questionnaire in organizations (n = 315). The results showed that a total of 41.9% of selected organizations operating in the Czech Republic implement Diversity Management. The largest part of organizations operate in the tertiary sector (69.7%). The survey results show the situation concerning Diversity Management in the selected organizations and support the oppinion that Diversity Management is a current global matter and its concerns all organizations. The research parameters influenced the application of Diversity Management in organizations (Cramer’s V is from 0.176 to 0.430). One of the recommendations for organizations is that they devote more attention to this phenomenon, as qualified human resources is on the decline and adequate attention will once again need to be devoted to groups of potential workers who have hitherto been overlooked. Diversity Management represents a new opportunity for organizations to build the employer’s good brand and attract knowledge workers.

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Fine, Marlene G., Fern L. Johnson, and M. Sallyanne Ryan. "Cultural Diversity in the Workplace." Public Personnel Management 19, no. 3 (September 1990): 305–20. http://dx.doi.org/10.1177/009102609001900307.

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This article reports on a study of gender and race issues in the regional office of a federal agency. After setting their own research agenda of salient issues, employees completed a long, closed-ended questionnaire; a smaller sample also responded to ten open-ended questions. The results suggest that men, women, and people of color in the agency do not share a common culture of organizational life; instead, each group organizes its experience in the agency in different ways. The authors suggest that a theoretical perspective in which gender and race are viewed as cultures provides a useful framework for understanding cultural diversity in the workplace and a necessary starting point for managing a diverse workforce.

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Sadiku, Matthew, and Pamela Obiomon. "Essay: Diversity in the workplace." IEEE Potentials 26, no. 5 (2007): 5–6. http://dx.doi.org/10.1109/mpot.2007.906712.

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Dale-Olsen, Harald, and Henning Finseraas. "Linguistic diversity and workplace productivity." Labour Economics 64 (June 2020): 101813. http://dx.doi.org/10.1016/j.labeco.2020.101813.

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Konrad, Alison M. "Leveraging Workplace Diversity in Organizations." Organization Management Journal 3, no. 3 (December 2006): 164–89. http://dx.doi.org/10.1057/omj.2006.18.

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Masaki, Ikutaro, and Yukiko Muramoto. "Psychological effects of workplace diversity." Proceedings of the Annual Convention of the Japanese Psychological Association 79 (September 22, 2015): 1EV—018–1EV—018. http://dx.doi.org/10.4992/pacjpa.79.0_1ev-018.

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Hauret, Laetitia, and Donald R. Williams. "Workplace diversity and job satisfaction." Equality, Diversity and Inclusion: An International Journal 39, no. 4 (April 30, 2020): 419–46. http://dx.doi.org/10.1108/edi-01-2019-0030.

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PurposeThis article estimates the empirical relationship between workplace diversity in terms of nationality and individual worker job satisfaction in the context of a multicultural country. It also examines the role of the level of communication between coworkers in moderating this relationship.Design/methodology/approachUsing merged survey and administrative data, the paper estimates OLS and ordered Probit regression estimates of the correlations between two measures of workplace diversity and self-reported job satisfaction.FindingsThe relationship between nationality diversity and job satisfaction is negative. While there is some evidence of a nonlinear relationship, it depends on the specification and measure of diversity used. Contrary to expectations, the level of interaction between colleagues does not moderate this relationship.Practical implicationsThe research highlights the need for employers to actively manage the diversity within their firms.Originality/valueThe paper adds to the diversity and job satisfaction literature by focusing on the nationalities of coworkers. It also is the first to measure the impact of the levels of interactions with coworkers on the diversity-satisfaction relationship.

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Davis, Paul J., Yuliya Frolova, and William Callahan. "Workplace diversity management in Australia." Equality, Diversity and Inclusion: An International Journal 35, no. 2 (March 14, 2016): 81–98. http://dx.doi.org/10.1108/edi-03-2015-0020.

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Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings regarding workforce diversity management (WDM) and the practices and incorporation of WDM in organisations. Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other managers) in Sydney, Melbourne and Brisbane. Findings – The research found that workforce diversity is not especially well understood or appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted considerable divergence of opinion across the surveyed group. Research limitations/implications – As an exploratory study, further research is encouraged to better understand cause and effect relationships pertaining to the findings. Practical implications – There are implications for HR managers or those in related roles who might design, implement and promote WDM initiatives. There are implications for consultants, employees and senior managers regarding education, awareness and support of diversity objectives. Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and practices regarding WDM in Australian organisations. Provides the first empirical comparison between HR and other managers on the topic.

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Kumagai, J. "Redefining diversity [workplace minorities representation]." IEEE Spectrum 38, no. 12 (December 2001): 56–57. http://dx.doi.org/10.1109/mspec.2001.969460.

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Bolen, Lynne, and Brian H. Kleiner. "Managing Diversity in the Workplace." Cross Cultural Management: An International Journal 3, no. 4 (April 1996): 3–8. http://dx.doi.org/10.1108/eb008412.

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Grant, Bayonne Z., and Brian H. Kleiner. "Managing Diversity In The Workplace." Equal Opportunities International 16, no. 3 (March 1997): 26–32. http://dx.doi.org/10.1108/eb010685.

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Gabon, Melina G. "Antecedents and Consequents of Multiculturalism and Social Diversity among Law Enforcement Workplace in Metro Manila." International Journal of Multidisciplinary: Applied Business and Education Research 2, no. 9 (September 12, 2021): 835–42. http://dx.doi.org/10.11594/ijmaber.02.09.14.

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This study describes the antecedents and consequents of multiculturalism and social diversity, and the perceptions of law enforcement personnel towards the consequents of multiculturalism and social diversity in the law enforcement workplace. This quantitative descriptive research determined the perceptions of 100 law enforcement personnel from the purposively selected law enforcement workplaces in Metro Manila. Data were analyzed using frequency and percentage distribution, mean and rank. The majority of the respondents recognized the utmost importance of multiculturalism and social diversity in a Law Enforcement workplace. Managing diversity in the law enforcement workplace means creating conditions that maximize the potential of its personnel to enhance organizational performance; and Multiculturalism promotes the integration of different cultures and the sharing of one's ideas and perspectives that lead to innovations have the highest mean scores of 3.75, respectively. On the other hand, Inclusive organizations can screen out highly prejudiced individuals and will find it easy to manage diverse employees with a mean score of 2.69. It can be gleaned that the majority of the respondents perceived that employing a culturally diverse law enforcement workforce has positive consequences to its people, workplace culture, and organizational climate. Therefore, law enforcement officers should support heterogeneous workplace advocacies, and that policymakers should reinvigorate the rigor of existing policies to sustain multicultural and social diversity in the entire organization.

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Gunnarsson, Britt-Louise. "Multilingualism in the Workplace." Annual Review of Applied Linguistics 33 (March 2013): 162–89. http://dx.doi.org/10.1017/s0267190513000123.

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This survey article presents studies on multilingualism in the workplace carried out in different regions. One aim is to give a cross-cultural picture of workplace studies on different languages, and another is to discuss both positive and problem-based accounts of multilingualism at work. The conditions for workplace discourse have been influenced by a series of changes taking place in recent decades. Technological advances have led to new types of networks and workplaces, making linguistic issues salient, at the same time as many low-paid workers are found in traditional jobs, for which the face-to face interaction is central. A model is presented, the aim of which is to grasp the complex and dynamic interplay between workplace discourse and its various contextual frames. Overviews of studies on multilingualism at work are discussed with a focus on workplaces in the inner, outer, and expanding English circles; in transnational companies; and in multilingual regions and English lingua franca workplaces in Europe. Workplaces with workforce diversity are also dealt with. In the discussion section, the scope is enlarged and workplace discourse is related to various contextual frameworks. Finally, some key topics for future studies are sketched.

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Valenzuela, Marcus A., Guowei Jian, and Phillip M. Jolly. "When more is better." Employee Relations: The International Journal 42, no. 2 (December 9, 2019): 507–24. http://dx.doi.org/10.1108/er-05-2019-0202.

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Purpose The purpose of this paper is to examine how organizational diversity may be associated with immigrants’ quality of coworker relationships. More specifically, this paper examines how immigrants’ perceived deep-level similarity and perceived workplace ethnic diversity may be associated with their quality of coworker relationships. Design/methodology/approach A final sample of 347 immigrant employees were surveyed. Hierarchical regression analyses were conducted to test the hypotheses. Findings Immigrants’ quality of coworker relationships is positively associated with their perceived deep-level similarity with other coworkers. In addition, perceived workplace ethnic diversity moderates this relationship such that the relation is stronger as perceived workplace ethnic diversity increases. Research limitations/implications The study and analyses are based on cross-sectional and single-source data and cannot determine causality. The study is also restricted to immigrants in the USA. Practical implications Findings provide evidence that increased levels of ethnic diversity and deep-level similarity in the workplace may improve immigrants’ quality of relationships, helping them integrate more successfully in organizations. Thus, managers seeking to benefit from diversity should strive for the creation of truly multicultural organizations or workgroups and focus on fostering similarities in deep-level attributes to maximize their potential. Originality/value Immigrants are an important asset for organizations, but research about their inclusion in organizations is limited, especially when examining their integration in their workplaces. This study addresses some of these limitations by looking at the effect of diversity in organizations.

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Alozie, Ositadima Emeka. "Diversity V Multiculturalism Advantages And Disadvantages Of Workplace Diversity." International Journal of Scientific and Research Publications (IJSRP) 10, no. 1 (January 6, 2020): p9720. http://dx.doi.org/10.29322/ijsrp.10.01.2020.p9720.

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Batten, E. "Diversity in the high-tech workplace: forums for diversity." IEEE Spectrum 29, no. 6 (June 1992): 27–29. http://dx.doi.org/10.1109/6.254042.

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Gordon, Virginia N., and Margaret J. Steele. "The Advising Workplace: Generational Differences and Challenges." NACADA Journal 25, no. 1 (March 1, 2005): 26–30. http://dx.doi.org/10.12930/0271-9517-25.1.26.

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The American workplace today is unlike any other in history because for the first time it is made up of four distinct generations. The advising workplaces on today's college campuses mirror this generational diversity. Four generations and their different perceptions of work attitudes and values, management expectations, communication patterns, and even work hours and dress are addressed in this article. Also discussed are generational preferences for information giving, teaching styles, and advisor-training formats. Suggestions for how advisors and administrators can use this diversity to enrich collaboration between generations are offered. Acknowledging and incorporating the ideas, values, and perceptions that advisors from different generations bring to the advising workplace can have a positive impact on its climate, collegiality, and effectiveness.

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Raewf, Manaf B., and Yazen N. Mahmood. "The Cultural Diversity in the Workplace." Cihan University-Erbil Journal of Humanities and Social Sciences 5, no. 1 (January 20, 2021): 1–6. http://dx.doi.org/10.24086/cuejhss.v5n1y2021.pp1-6.

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This research paper presents the workplace cultural diversity of a developing country (Iraq) and its role to make the position is better than before. This paper will examine the vision of diversity, diversity in an organization, and the cultural diversity in the workplace, and its role to help the organization in its success. The research methods were used to recognize the importance of cultural diversity, using a framework with specific measures, to evaluate the points of view of administrators and decision-makers in a number of companies in Kurdistan region of Iraq. The researchers concluded that many of the respondents didn’t complain or suffer from racism in their companies in Kurdistan region of Iraq, and many of the respondents believe that their companies encourage the cultural diversity. Also, the researchers recommend that organizations in Kurdistan region of Iraq should organize conferences, meetings, and seminars to encourage the cultural diversity.

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Lajkowicz, Christine. "Teaching Cultural Diversity for the Workplace." Journal of Nursing Education 32, no. 5 (May 1993): 235–36. http://dx.doi.org/10.3928/0148-4834-19930501-13.

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Amaram, Donatus I. "Cultural Diversity: Implications For Workplace Management." Journal of Diversity Management (JDM) 2, no. 4 (October 1, 2007): 1–6. http://dx.doi.org/10.19030/jdm.v2i4.5017.

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The acceptance and management of cultural diversity have been promoted and touted as a positive tool in social and organizational engineering aimed at solving and preventing group dynamics problems in both business organizations and society as well. Positive attributes of cultural integration in business organizations have received fair and significant attention in the past two decades. What have not been sufficiently presented are the challenges and pitfalls inherent in the management of culturally diverse work groups. For the practicing manager, there is a need to know when and where mono- and multi-cultural arrangements may be preferred. This paper reviews relevant research findings that can be used for building effective paradigms in the management of cultural diversity in the workplace.

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Kuwata, Keiko. "Work–Life Balance and Workplace Diversity." Journal of the Mass Spectrometry Society of Japan 69, no. 5 (October 1, 2021): 156. http://dx.doi.org/10.5702/massspec.s21-33.

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Elizabeth, Junie, and Neethika Raveendran. "SOCIAL ACCULTURATION, WORKPLACE INCIVILITY AND DIVERSITY." International Journal of Advanced Research 9, no. 07 (July 31, 2021): 203–8. http://dx.doi.org/10.21474/ijar01/13118.

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The advent and dissemination of technology had made it possible for people to move from one region to another. The movement of people from one geographical area to another resulted in the transfer and exchange of cultures and ways of life. When individuals move from one location to another, they often experience culture shock, given that the culture they are used to is different from the one they have gone to. To adapt, these individuals had to learn and accept the new way of life so as to successfully live and work in a new environment. The process by which an individual acquire, adjusts, and adapts to a new culture is known as social acculturation. In this article, an analysis is made on the impact of social acculturation on the efforts to fight workplace incivility and in the promotion of diversity and inclusivity. The analysis showed that. Through social acculturation, individuals who visited a new environment for the first time experienced acculturative stress. The stress caused those affected to behave in a way that fostered incivility at the workplace. Some of the incivil behaviors expressed by immigrant workers include absenteeism, laziness at work, depression, among others. Social acculturation had also played a role in the assimilation of bad behaviors carried from one culture into a new one by replacing them with the most dominant culture, thus eliminating work-related incivility among new immigrants. Social acculturation had also been crucial in enhancing inclusivity and diversity. Social acculturation enabled the sharing of different cultures through the exchange of food, language, and religion. These cultural phenomenon played important roles in bringing people from diverse backgrounds together, thus fostering diversity and inclusivity regardless among global populations regardless of individual culture and social backgrounds. Acculturation had also played a key role in enhancing globalization which is the most significant arena where diversity and inclusivity play out. By exchanging and adapting to a new culture, people were able to work and live together in peace and harmony.

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Andrulis, Richard, and Rana Sachdev. "Diversity in the Workplace: What’s Missing." International Journal of Diversity in Organizations, Communities, and Nations: Annual Review 9, no. 1 (2009): 175–86. http://dx.doi.org/10.18848/1447-9532/cgp/v09i01/39705.

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Glimmen, Burton. "Workplace Diversity and Ihe Global Economy." Administration in Social Work 24, no. 1 (April 12, 2000): 75–93. http://dx.doi.org/10.1300/j147v24n01_05.

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Hebert, Karen. "Equality and diversity in the workplace." BMJ 329, no. 7467 (September 18, 2004): s116—s117. http://dx.doi.org/10.1136/bmj.329.7467.s116.

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GRENSING-POPHAL, LIN. "Dealing with diversity in the workplace." Nursing 27, no. 9 (September 1997): 78. http://dx.doi.org/10.1097/00152193-199709000-00033.

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Ferran, Ernesto. "Workplace cultural diversity: A manager's journal." Journal of Child and Family Studies 3, no. 1 (March 1994): 1–5. http://dx.doi.org/10.1007/bf02233907.

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Kumagai, Jean. "White Male Physicist Champions Workplace Diversity." Physics Today 51, no. 2 (February 1998): 64. http://dx.doi.org/10.1063/1.882145.

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Lynch, Frederick R. "Managing diversity: Multiculturalism enters the workplace." Academic Questions 5, no. 2 (June 1992): 81–87. http://dx.doi.org/10.1007/bf02683276.

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Trenerry, Brigid, and Yin Paradies. "Organizational Assessment: An Overlooked Approach To Managing Diversity And Addressing Racism In The Workplace." Journal of Diversity Management (JDM) 7, no. 1 (March 27, 2012): 11–26. http://dx.doi.org/10.19030/jdm.v7i1.6932.

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Strategies to manage diversity and address racism within organizations are fast becoming routine practice. This is especially important given the demographic compositions of workforces are changing and evidence that racism is commonplace within workplaces and associated with a range of detrimental economic, social and health outcomes. In this paper, we consider organizational assessment as a largely overlooked approach to managing diversity and addressing racism in the workplace. Approaches to organizational assessment in the fields of diversity management and cultural competency are explored and critiqued before turning to a review of organizational assessment tools focused on managing diversity and/or addressing racism. A critical review of the eight tools that met the inclusion criteria led to the formulation of six key principles to guide the selection of organizational assessment tools.. Current organizational assessment tools lack an explicit focus on addressing systemic racism and require further refinement and testing in order to effectively manage diversity and address racism in the workplace.

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Walsh, Janet. "Equality and diversity in British workplaces: the 2004 Workplace Employment Relations Survey." Industrial Relations Journal 38, no. 4 (July 2007): 303–19. http://dx.doi.org/10.1111/j.1468-2338.2007.00450.x.

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Sarkar, Anita. "How to build an inclusive workplace." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 34–37. http://dx.doi.org/10.1108/hrmid-07-2015-0130.

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Purpose – Describes the role of HR in creating an inclusive workplace. Design/methodology/approach – Explains how organizations can build an inclusive workplace that addresses the diverse needs of different employee groups. Findings – Shows that affirmative action is an important first step toward managing diversity, but successful management of diversity goes beyond merely complying with the letter of the law. Practical implications – Advances the view that scholarship programs for minority members, diversity scorecards, mentoring programs, language assistance, diversity councils and support from relevant stakeholders can go a long way in ensuring an inclusive work environment. Social implications – Argues that the effective management of diversity is a business and social imperative. Originality/value – Provides insights into how organizations can effectively manage workplace diversity.

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Halvorsen, Cal, Marcie Pitt-Catsouphes, and Indrani Saran. "Perceptions of Workplace Fairness in the Context of Age and Intersectionality." Innovation in Aging 4, Supplement_1 (December 1, 2020): 672. http://dx.doi.org/10.1093/geroni/igaa057.2332.

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Abstract While scholars have focused on workplace fairness (often called organizational justice) for quite some time, the context of diversity—in its many forms—has rarely been included in this conversation. This presentation will review concepts related to workplace fairness, describing how the context of diversity may influence perceptions of it. We then will present the results of a recent survey of 609 respondents aged 18 to 70 with a focus on how holding diverse attributes (e.g., age, gender, and their intersectionality) may shape perceptions of workplace fairness and diversity. Overall, we found that the perceptions of workplace fairness and diversity are similar by age and gender, with a few notable differences (e.g., older respondents value interpersonal justice the most, such as their opinions being considered, and younger respondents see workplace diversity the most positively). These results can inform scholarship and discussions on human resource practices and environmental change in organizations.

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Gross-Gołacka, Elwira, Teresa Kupczyk, and Justyna Wiktorowicz. "Towards a Better Workplace Environment—Empirical Measurement to Manage Diversity in the Workplace." International Journal of Environmental Research and Public Health 19, no. 23 (November 28, 2022): 15851. http://dx.doi.org/10.3390/ijerph192315851.

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(1) Background: In this article, we explore the ever-present problem of achieving better results in the area of creating innovative and diverse human resources in the workplace environment through learning and inference from past actions. (2) Methods: An original proposal of five synthetic indicators was developed, corresponding to individual areas of the 5P architecture. In order to test the homogeneity of the index, exploratory factor analysis was used. The reliability of the new indicator was also assessed, both in total and in selected sub-areas. The value of the synthetic index was determined as a summary score in the selected areas (the sum of the values of individual diagnostic variables). Finally, the distribution of synthetic indicators WP1–WP5 was analyzed. (3) Results: By assumption, this analysis was performed to enable an empirical verification of the theoretical model, which combined the strategic, tactical and operational levels, delineating five steps (areas) that should be taken to create an organization open to diversity and its management. The presented approach also allowed for the visualization of the implementation of the organization’s activities in individual areas of diversity management expressed in the proprietary 5P architecture in many dimensions (planning, implementation and monitoring). In addition, the analyses confirmed that the individual dimensions of the diversity management architecture interacted with each other and that the direction of this correlation was positive: the development of diversity management in different areas occurred in parallel, but nevertheless, as can be seen from the values of the correlation coefficients, at a different pace/range. (4) Conclusions: The use of quantitative methods in the decision-making process of an organization can have a significant impact on the quality of its management. In the case of building an inclusive environment and implementing activities for diversity management, the proposed 5P architecture could significantly support this process. Therefore, it is recommended to use the proposed 5P architecture in practice, for example, to diagnose the scope and quality of actions taken for diversity management, as well as to build a diverse working environment in key areas of the organization.

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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 (July 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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Singh, Reetesh K., and Mansi Babbar. "Religious Diversity at Workplace: a Literature Review." Humanistic Management Journal 6, no. 2 (February 13, 2021): 229–47. http://dx.doi.org/10.1007/s41463-021-00105-1.

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McCann, Jack T., Betsy H. Sparks, and Thomas F. Kohntopp. "Leadership Integrity and Diversity in the Workplace." Research in Economics and Management 2, no. 5 (October 11, 2017): 177. http://dx.doi.org/10.22158/rem.v2n5p177.

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<p><em>Leadership integrity and diversity are significant factors in the relationship between leader and employee in the workplace. For employees to follow their leaders, they want someone that they can trust. They will not follow those whom they do not trust or who will not or cannot disclose a clear set of values, ethics and standards. This research examined 941 responses from workers in the United States who completed the Perceived Leader Integrity Scale (PLIS) developed by Craig and Gustafson (1998) and the Workplace Diversity Survey by De Meuse and Hostager (1996), along with demographic questions. This research also examined the relationship of perceived leadership integrity and workplace diversity.</em></p>

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Rožman, Maja, and Polona Tominc. "Management of Age Diversity at the Workplace." Our Economy, Journal of Contemporary Issues in Economics and Business 60, no. 5-6 (November 20, 2014): 3–11. http://dx.doi.org/10.7549/ourecon.2014.5-6.01.

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Journal articles on the topic 'Workplace diversity'

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