scholarly journals Is there Always a Positive Relationship Between Workplace Diversity and Organizational Performance, or Does Diversity Fatigue Imply a Suppressing Effect?

2020 ◽  
Vol 15 (1) ◽  
pp. 14-26
Author(s):  
Panteha Farmanesh ◽  
Asim Vehbi ◽  
Pouya Zargar ◽  
Arman Sousan ◽  
Feyza Bhatti
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Academic Staff ◽  
Workforce Diversity ◽  
Workplace Diversity ◽  
Diverse Workforce ◽  
Overall Performance ◽  
Vital Matter ◽  
The Relationship ◽  
Analyze Data

AbstractPerformance of employees has been a vital matter for all organizations regardless of their sector. As organizations become more diverse, maintaining high performance becomes a challenge. This study examines the relationship between workforce diversity and organizational performance in educational sector of Cyprus through moderating effect of diversity fatigue. Mixed Method is used for the purposes of this study to analyze data from university academic staff, through survey and senior-level interviews (semi-structured). Qualitative measures were used to develop dimensions for diversity fatigue, which further were tested through quantitative approach. Results imply that extent of diversity fatigue can suppress the relationship between overall performance and workforce diversity, which is positive and significant prior to interaction of fatigue. Furthermore, our study expands the literature regarding the topic within educational sector. Managers can have an enhanced decision-making process regarding diverse workforce and degree of fatigue, which yields in a higher performance level for the firm.

The Impact of Bar Service Operation Practices on Organizational Performance in Indian Hotel Industry

2015 ◽  
Vol 8 (1) ◽  
Author(s):  
Mohinder C. Dhiman ◽  
Abhishek Ghai
Keyword(s):  
Organizational Performance ◽  
Hotel Industry ◽  
Demographic Variables ◽  
Study Results ◽  
Service Operation ◽  
Managerial Implications ◽  
Overall Performance ◽  
The Impact ◽  
The Relationship ◽  
Bivariate Test

The paper has a two fold purpose - examine the impact of bar service operation practices (BSOP) on organizational performance (OP) and study the relationship between organizational performance and demographic variables. Based on a survey of 362 bar managers perceptions on the impact of bar service operation practices on organizational performance were assessed by 59 practices and 6 demographic variables. Bivariate test and ANOVA were employed to test the working hypothesis in the study. Results indicated that there is a positive relationship between the bar service operation practices and organizational performance. Further, the results indicate some practical and managerial implications to improve organizational overall performance.

scholarly journals THE RELATIONSHIP BETWEEN PUBLIC SERVICES MOTIVATION AND ETHICAL LEADERSHIP WITH ORGANIZATION PERFORMANCE AT MILITARY TRAINING ACADEMY, NDUM.

2021 ◽  
Vol 4 (18) ◽  
pp. 01-08
Author(s):  
Fauzahani Pairan ◽  
Jessica Hai Liaw Ong ◽  
Mohd Juraimy Kadir ◽  
Nora Ibrahim
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Ethical Leadership ◽  
Public Interest ◽  
High Performance ◽  
Military Training ◽  
Public Service Motivation ◽  
Quantitative Research Methods ◽  
The Public ◽  
The Relationship

A public organization is an important sector in the administration of the Nation and it needs to remain relevant and accepted by society. The sub-sector such as services and security are the most important organizations that require high performance in society and the country to ensure security is always guaranteed. Military Training Academy, NDUM is an organization involved in various security and humanitarian operations either nationally or internationally. Accordingly, this study was conducted to assess employee motivation in public service activities by using the Public Service Motivation Model (PSM). The elements contained in the model are an attraction to public policymaking, commitment to the public interest, self-sacrifice, compassion, and ethical leadership. This study aims to analyze the relationship between Public Service Motivation (PSM) and organizational performance with ethical leadership among employees in Military Training Academy, NDUM. Quantitative research methods were used and questionnaires have been distributed to staff and instructors in Military Training Academy, NDUM, located in Kuala Lumpur by distributing the questionnaire and analyzed using SPSS 19. The results of this study showed that the attraction towards public policy-making (t=1.927, p>0.01), commitment to public interest (t=0.289, p>0.01), self-sacrifice (t=1.623, p>0.01), compassion (t=0.704, p>0.01) and ethical leadership (t=7.071, p<0.01). Ethical leadership encourages employees to participate in community service programs and improve organizational performance.

Diversity, inclusion and CSG: the challenges and the benefits

2016 ◽  
Vol 56 (2) ◽  
pp. 536
Author(s):  
Suzanne Westgate
Keyword(s):  
Workforce Diversity ◽  
Workplace Diversity ◽  
Regulatory Change ◽  
Diverse Workforce ◽  
Customer Base ◽  
Diversity And Inclusion ◽  
Diversity Policy ◽  
Authentic Engagement ◽  
Eastern Seaboard ◽  
Inclusion And Diversity

Organisations increasingly accept that a genuine commitment to workforce diversity and inclusion improves profitability, reputation and effectiveness. It is also widely accepted that natural CSG projects on the eastern seaboard face increasing challenges from community opposition groups and regulatory change. Embracing diversity and inclusion in the workplace, and developing CSG projects, both require authentic engagement. AGL Energy Limited’s (AGL) Inclusion and Diversity Policy recognises that a diverse workforce, with its broad range of experience and perspectives, has a better opportunity to understand and engage in AGL’s customer base and the communities in which it works. AGL’s policy also emphasises how a diverse workforce can facilitate more creative, innovative and effective solutions. This extended abstract considers how workplace diversity can positively contribute to the development of CSG projects, which must navigate organised community opposition as well as complex regulatory environments. CSG projects, which are typically located in regional areas, can also positively contribute to a more diverse workforce. Provided are examples of situations in which diversity of—and respect for—skills, experience, gender, age, and backgrounds have assisted in achieving successful access negotiations, and enabled authentic engagement with members of the communities in which AGL operates.

Do performance measures matter in the relationship between high-performance work system and organizational performance?

2019 ◽  
Vol 41 (3) ◽  
pp. 241-257
Author(s):  
Xiaoxuan Zhai ◽  
Xiaowen Tian
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Performance Measures ◽  
High Performance ◽  
Country Of Origin ◽  
Content Type ◽  
Work System ◽  
Hrm Practices ◽  
High Performance Work System ◽  
The Relationship

Purpose The purpose of this paper is to develop a resource-based framework to explain the relationship between high-performance work system (HPWS) and organizational performance (OP) and the moderating role of performance measures. Design/methodology/approach The paper takes a meta-analysis approach, and tests hypotheses against data of 47,741 firms and establishments in 192 studies published by June 2016. Findings The paper finds that HPWS has a greater positive effect on operational than financial performance. Moreover, HPWS influences operational performance more strongly in developing than advanced countries and at the firm level than the establishment level, but such variations are not evident in the effect of HPWS on financial performance. Practical implications The paper suggests that managers should treat human resource management (HRM) practices as a system, and develop HPWS for operational gains which in turn lead to financial gains. Managers need to take different approaches to develop HPWS for high performance depending on the country of origin and the level of organization. Originality/value Based on studies of individual HRM practices, previous meta-analytical studies suggested that the HPWS-OP relationship is invariant across performance measures. Taking HRM practices as integral components of HPWS, this paper extends the resource-based theory to demonstrate that performance measures interact with country of origin and level of analysis to moderate the HPWS-OP relationship.

High performance work system, HRD climate and organisational performance: an empirical study

2015 ◽  
Vol 39 (3) ◽  
pp. 239-257 ◽  
Author(s):  
Ashutosh Muduli
Keyword(s):  
Organizational Performance ◽  
Human Resource Development ◽  
High Performance ◽  
Extensive Literature ◽  
Development Environment ◽  
Content Type ◽  
Work System ◽  
High Performance Work System ◽  
The Relationship

Purpose – This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India. Design/methodology/approach – The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India. Findings – Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC). Research limitations/implications – Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC. Practical implications – Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees. Originality/value – The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

scholarly journals Correlate of Workforce Diversity and Organisational Performance of Multinational Food Producing Industry in Nigeria

2020 ◽  
Vol 4 (1) ◽  
pp. 126-137
Author(s):  
Kowo Solomon Akpoviroro ◽  
Kadiri Bolarinwa Ismaila ◽  
Zekeri Abu
Keyword(s):  
Cultural Diversity ◽  
Organizational Performance ◽  
Work Experience ◽  
Workforce Diversity ◽  
Future Research ◽  
Scientific Discussion ◽  
Age Diversity ◽  
Southwest Nigeria ◽  
The Relationship ◽  
Personnel Policies

The paper summarizes the arguments and counterarguments within the scientific discussion on the issue cultural and age diversity of workforce and the level of workers’ productivity in the multinational companies. Three hundred and seventy-five employees from five multinational food companies in Southwest Nigeria form the object of the research. Methodological research tools contain questionnaires; the regression analysis methods was used when testing hypotheses on the existence of a correlation between cultural diversity and team performance; cross-tabulation analysis method; inter-position correlation test, and ANOVA method for generalizing and interpreting the results. The results of the study regarding the relationship between a company’s cultural diversity and its market share showed that cultural diversity does not affect the performance of the organization’s employees, while work experience has a non-linear impact on the company’s productivity. The results of findings conclude that there is a link between workforce diversity and the organizational effectiveness of the company, as well as the positive relationship between the cultural diversity of employees and their work experience. The findings of the study are agreed with the work of other scientists on the subject and complement their results. According to the results of the analysis, it was concluded that it is necessary to increase the level of awareness of the staff about the cultural diversity that exists in the organization. The reason is that it is necessary to increase the employees’ morale and their work efficiency, which will increase the level of customer satisfaction with the work of the company. The study recommends that; multinational food producing industries should not only ensure employee diversity in their businesses but they should also make sure that diversity is used to improve organizational performance. Future research in this area should focus on consideration of all stakeholders’ opinions in the formulation of multinational company’s personnel policies. Keywords: Employees Diversity, Organizational Performance, Cultural Diversity, Work Experience Diversity, MNCs.

scholarly journals TINJAUAN MANAJEMEN SUMBER DAYA MANUSIA YANG MEMPENGARUHI KINERJA: SEBUAH AGENDA PENELITIAN

2020 ◽  
Vol 3 (1) ◽  
pp. 159-176
Author(s):  
Eri Novari
Keyword(s):  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Management Practices ◽  
Research Priorities ◽  
Analytical Framework ◽  
Human Resource Management Practices ◽  
And Performance ◽  
The Relationship

There is increasing evidence supporting the relationship between so-called high-performance or high-commitment human resource management practices (HRM) and various measures of organizational performance. However, it is not clear why this relationship exists. This paper argues that in order to provide a convincing explanation about this association, we need to improve the theoretical and analytical framework in three main areas namely the nature of HRM, and especially the reasons for a specific list of HR practices; the nature of organizational performance; and the relationship between HRM and performance. A model is presented to explore this connection. Existing literature on HRM and performance is reviewed based on analysis to identify key gaps in knowledge and help focus further research priorities.

Employee high-performance work systems-experience attributions of well-being and exploitation: a multilevel study of Greek workplaces

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia Katou
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Well Being ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Attitudes And Behaviors ◽  
Mediating Mechanisms ◽  
And Behaviors ◽  
The Relationship

PurposeThis paper aims to theoretically propose and empirically test a research framework that investigates the relationship between high-performance work systems (HPWSs) and organizational performance through the serially mediating mechanisms of employee HPWS-experience attributions of well-being and exploitation, attitudes, and behaviors.Design/methodology/approachMultilevel structural equation modeling through Mplus was applied to a sample of 1,112 employees working at 158 Greek organizations.FindingsThe modeling's findings indicate that the serially mediating mechanism of employee HPWS-experience attributions of well-being, attitudes and behaviors improves organizational performance. Meanwhile, the serially mediating mechanism of employee HPWS-experience attributions of exploitation, attitudes and behaviors was found to weaken organizational performance.Practical implicationsThis study shows that, to improve employees' well-being and weaken employee exploitation through employees' HPWS-experience attributions, senior and line managers should gain competencies and communication skills through training and development programs, successfully communicating HPWS messages to employees.Originality/valueThis study may be the first study to elucidate the serially mediating mechanisms of employees' well-being and exploitation through employees' HPWS-experience attributions, attitudes and behaviors in the relationship between HPWSs and organizational performance.

The linkage between high performance work systems on organizational performance, employee voice and employee innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jola-Ade Ashiru ◽  
Galip Erzat Erdil ◽  
Dokun Oluwajana
Keyword(s):  
Organizational Performance ◽  
Human Resource ◽  
High Performance ◽  
Service Organization ◽  
Employee Voice ◽  
Organization Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
The Relationship

PurposeThe purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.Design/methodology/approachAn online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.FindingsThese findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.Research limitations/implicationsEmployee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.Practical implicationsThe organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.Originality/valueThis study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

scholarly journals The Relationship Between Motivation and Performance of Teachers in Increasing the Quality of Education

2020 ◽  
Vol 5 (1) ◽  
pp. 38-44
Author(s):  
Diana Nicoleta GEORGESCU ◽  
◽  
Gheorghia DUMITRACHE (TORCICĂ) ◽  
Mariana JOIȚA (LEAFU) ◽  
◽  
...  
Keyword(s):  
Organizational Performance ◽  
Education System ◽  
High Performance ◽  
Professional Training ◽  
Technological Development ◽  
Assessment Process ◽  
Quality Of Education ◽  
Teaching Learning ◽  
The Relationship

Due to the diversification of the problems faced by teachers, especially in the relationship with students and in the relationship with the education system, maintaining the professional motivation of teachers has become increasingly difficult. The quality of education is the result of the interdependent relationship between motivation and the success of the teaching-learning-assessment process. The issue of performance is at the center of debate today as a result of new changes in education caused by the COVID-19 pandemic. Educational performance is dependent on a multitude of factors, among which we mention: the teacher (professional training, motivation), leadership and school management that can contribute to increasing performance by supporting motivation and recognizing the teacher's effort. In this context, the education system must demonstrate its ability to provide quality pedagogical facts and processes capable of meeting the requirements of productivity, innovation and technological development imposed by current changes. That said, a new approach is needed in terms of managing school institutions and organizations, namely a new type of manager, a true leader who will focus on achieving the highest organizational performance that will automatically reflect on the quality of education. Motivation can be the essence of high performance because decreased motivation leads to less and less involvement and reduced performance in the workplace.

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