Does diversity matter? exploring workforce diversity, diversity management, and organizational performance in social enterprises

2017 ◽  
Vol 11 (3) ◽  
pp. 193-204 ◽  
Author(s):  
Sangmi Cho ◽  
Ahraemi Kim ◽  
Michàlle E. Mor Barak
Keyword(s):  
Organizational Performance ◽  
Diversity Management ◽  
Social Enterprises ◽  
Workforce Diversity

scholarly journals Workforce diversity and organizational performance – a study of European football clubs

2020 ◽  
Vol 2020 (2) ◽  
pp. 189-211
Author(s):  
Katarzyna Tworek ◽  
Anna Zgrzywa-Ziemak ◽  
Robert Kamiński
Keyword(s):  
Organizational Performance ◽  
Empirical Research ◽  
Diversity Management ◽  
Two Dimensions ◽  
Workforce Diversity ◽  
Research Subjects ◽  
Football Clubs ◽  
Depth Analysis ◽  
The Usa ◽  
European Football

Diversity management is viewed as one of the sources of competitive advantage, but the relation between workforce diversity and organizational goals is not indisputable. In-depth analysis of literature in this field does not allow for a clear answer concerning the nature of this relation (there is not a lot of empirical research available, and more importantly, they have significant limitations). The paper presents the results of empirical research aimed at exploring the relation between workforce diversity and organizational performance, which seem to break through the major limitations of previous studies in this area, i.e. the association of organizational performance mainly with financial results and the domination of American authors (60% of studies were conducted in the USA, a country with a specific culture). The research subjects of this article are European football clubs, which can be treated as a model for the management of contemporary organizations (the study covers 166 clubs from 10 countries). The obtained results clearly indicate the lack of dependency between workforce diversity (considered using two dimensions of primary identity – nationality and age) and the achieved results (considered using their place in the final table of the 2016/17 season and the total number of points). It was concluded on this basis that, in organizations free from discriminatory prejudices (which is the case for most football clubs), diversity management is somewhat vacant

scholarly journals Workforce Diversity Management Strategies and Organisational Performance in the Food and Beverage Industries in Lagos State, Nigeria

2018 ◽  
Vol 5 (1) ◽  
pp. 1
Author(s):  
Oyedele Ola Olusegun ◽  
Issa Abdulraheem ◽  
Brimah Aminu Nassir
Keyword(s):  
Organizational Performance ◽  
Multinational Corporations ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Primary Data ◽  
Employee Communication ◽  
Cross Sectional ◽  
Beverage Industry ◽  
Food And Beverage Industry ◽  
Food And Beverage

<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>

scholarly journals A CRITICAL ASSESSMENT OF WORKFORCE DIVERSITY MANAGEMENT STRATEGIES ON FIRMS PRODUCTIVITY: A STUDY OF SOME SELECTED FOOD AND BEVERAGE INDUSTRIES IN LAGOS STATE, NIGERIA.

2018 ◽  
Vol 1 (1) ◽  
pp. 94-105
Author(s):  
Ola Olusegun OYEDELE ◽  
Abdulraheem ISSA ◽  
Zakeri ABU
Keyword(s):  
Organizational Performance ◽  
Multinational Corporations ◽  
Management Strategies ◽  
Sampling Technique ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Primary Data ◽  
Cross Sectional ◽  
Organizational Creativity ◽  
Food And Beverage

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. This study examined the effect of workforce diversity management towards organizational performance which focuses into the food and beverage industry within the larger manufacturing sector. The study employed primary data mainly for revalidation of results and inferential information from secondary sources. 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 leadership initiatives (LI) has a significant relationship with organizational success(OS) (at P =0.000). It was also observed that organizational creativity (OCr) has significant effect on organizational creativity (OCr) (at P =0.000).In conclusion, 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.

scholarly journals Merit, Diversity, and Performance: Does Diversity Management Moderate the Effect of Merit Principles on Governmental Performance?

2019 ◽  
Vol 49 (1) ◽  
pp. 83-110
Author(s):  
Sanghee Park ◽  
Jiaqi Liang
Keyword(s):  
Organizational Performance ◽  
Positive Impact ◽  
Gender Diversity ◽  
Diversity Management ◽  
Theory And Practice ◽  
Workforce Diversity ◽  
Data Set ◽  
Diverse Workforce ◽  
And Performance ◽  
Positive Effect

The compatibility of merit principles and diversity management is particularly intriguing in theory and practice. Although theoretical arguments for merit-based practices and diversity management are well established, the effect of their dynamics on governmental performance remains an empirical issue. This article examines the effect of merit principles, workforce diversity, and diversity management on government performance, and inquires about whether diversity management efforts moderate the effect of merit-based practices. Analyzing a combined data set on federal agencies, this study finds that merit-based practices and diversity management have independent positive impact on organizational performance, but there is no significant relationship between workforce diversity and performance. Furthermore, the effect of merit-based practices on organizational performance is moderated by gender diversity and diversity management. Specifically, if an agency has a more diverse workforce in terms of gender or more effective diversity management efforts, the positive effect of merit-based practices on organizational performance is strengthened.

Workforce Diversity on Employee Performance in the Office of the Attorney General and Department of Justice, Kenya

2019 ◽  
Vol 3 (V) ◽  
pp. 252-266
Author(s):  
Hellen Kanaiza Barang’a ◽  
Chrispen Maende
Keyword(s):  
Employee Performance ◽  
Attorney General ◽  
Diversity Management ◽  
Educational Background ◽  
Workforce Diversity ◽  
Department Of Justice ◽  
Business World ◽  
Age Diversity ◽  
And Gender ◽  
Unit Of Observation

Embracing and managing diversity in today’s business world is an essential part of successful business practices as it brings various voices to a team, improves morale and increases overall productivity. However, manager face difficulties in understanding the value of each person’s unique abilities or voice, there may arise some instances where certain employees still have conflicts. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale. In the office of the attorney general and department of justice now going through a massive influx of young workforce in both gender with diverse educational background and from different ethnic groups have brought a challenge of having different sets of values, expectations, and work styles in the work place and also understanding the other’s culture has been a heavy task on managing work force in the organization. It is due to this regard that this study sought to investigate the influence of workforce diversity on employee performance in the office of the Attorney General and Department of Justice in Nairobi City County, Kenya. The study specific objectives were to examine the influence of educational background diversity, ethnicity diversity, age diversity and gender diversity on employee performance. The theories guiding the study were the human capital theory, social identity theory, social exchange theory and social categorization theory. This study will use descriptive survey research design. The unit of observation was office of the Attorney General and Department of Justice in Nairobi City County, Kenya and the unit of observation was 5 Human Resource Managers and 50 Support Staff from HRM department. A census of 55 respondents was carried out. Primary data was collected using questionnaires. Quantitative data was analysed with the use of descriptive statistics such as mean and standard deviations and presented using tables, graphs, charts and figures. Content analysis was used to test data that was qualitative in nature or aspect of the data collected from the open ended questions. Multiple regression analysis was used to test the extent to which the variables relate to each other. The study examined that educational background diversity, ethnicity diversity, age diversity and gender had a positive and significant relationship on employee performance. The study concluded that employees with diverse educational background promote higher levels of consistency, creativity because of their unique perspectives. Ethnicity diversity management improve gains in worker welfare and efficiency, leads to reduced turnover costs, fewer internal disputes and grievances, prevention of marginalization and exclusion of categories of workers, improved social cohesion and so on. Age diversity in the workplace provides a larger spectrum of knowledge, values, and preferences. Having a diverse gender within the organization leads to a wider talent pool, encourages different points of view and approaches that come from different life experiences and the organization to challenge gender stereotypes. The study recommended that the organization should employ people of different backgrounds in education so as to improve creativity and innovation. The organizational management has responsibilities when it comes to promoting and monitoring ethnic diversity policy in the workplace. It is highly essential for the organization to find effective ways to meet the challenges of age diversity because both the old and the young employees can make tremendous contributions to the organization, in their own unique way. The organization should encourage team leaders to select diverse groups for projects to ensure the genders do not naturally separate.

scholarly journals Probing the Links between Workforce Diversity, Goal Clarity, and Employee Job Satisfaction in Public Sector Organizations

2021 ◽  
Vol 11 (3) ◽  
pp. 77
Author(s):  
Edmund C. Stazyk ◽  
Randall S. Davis ◽  
Jiaqi Liang
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Diversity Management ◽  
Organizational Outcomes ◽  
Equation Model ◽  
Workforce Diversity ◽  
Organizational Goals ◽  
Employee Job Satisfaction ◽  
Goal Clarity ◽  
Management Policies

A considerable body of research substantiating the importance of workforce diversity to public organizations has accrued over the past two decades. However, research on workforce diversity has also been narrow in scope and frequently fails to link diversity to important individual and organizational outcomes. Using data (n = 1,109,134 employees from 500 sub-agencies) collected in three waves (2010, 2011, and 2012) of the Federal Employee Viewpoint Survey (FEVS), this study examines whether (1) increased diversity influences organizational goal clarity, (2) diversity and goal clarity, in turn, influence employee job satisfaction, and (3) diversity management policies influence job satisfaction by clarifying organizational goals for workers. FEVS is administered yearly by the U.S. Office of Personnel Management (OPM) and is designed to assess whether and to what extent federal employees believe the characteristics of successful organizations are present in their agency. Results from a multi-level structural equation model (MSEM) suggest diversity is associated with greater goal clarity and that diversity management policies, by clarifying organizational goals, positively affect job satisfaction. Findings also indicate that the type of diversity matters.

Managing Work force Diversity: Key Successful factors

2021 ◽  
Vol 1 ◽  
pp. 76-86
Author(s):  
Basu Dev Lamichhane
Keyword(s):  
Organizational Change ◽  
Problem Solving ◽  
Human Resources ◽  
Work Force ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Effective Management ◽  
New Thinking ◽  
New Ideas ◽  
Diversity Effects

Human capital is an important asset for any organization. Physical and capital resource can be mobilized properly through human resources. Physical and capital resources by themselves cannot improve efficiency or contribute to increased rate of return on investment. The efficiency of capital and physical resource can be achieved through combined efforts of human resources. This paper is descriptive design. The study tackled areas of workforce diversity effects on diversity of performance of employees and how workforce diversity can be managed to the positive outcomes of an organization. Workforce diversity is combination of different caste, gender, age, attitude, religion, ability, skills, region, perception, race, sex, experience and cultural differences. It is the differences and similarities between the employees of any organization. It is the process of bringing verity of people in the same workplace. Effective management of diversity recognizes that people from different backgrounds, culture and experience can bring new ideas to the workplace. Workforce diversity leads an organization in to creativity, innovation, able to retain talent workforce, energize people and boosts them and reduced grievances. Workforce diversity promotes creativity, innovative problem solving, productivity and increase cultural diversity, increase in enterepreneural behavior and values within employees. Diversity management emphasizes on building specific skills, creating policies and drafting practices that get the best from every workers. So, diversified workforce provides various advantages to organization (i.e. creativity, change adoption, problem solving, new thinking and thought, flexible adoption to organizational change and beliefs). The study reveals that there is a positive correlation between good workforce diversity and organizational change.

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