Diversity Management and Women in Public Sector Workforces

2018 ◽  
pp. 61-96
Author(s):  
Norma M. Riccucci
Keyword(s):  
Public Sector ◽  
Diversity Management

A Study of Interracial Differences in Turnover Intentions: The Mitigating Role of Pro-Diversity and Justice-Oriented Management

2021 ◽  
pp. 009102602110618
Author(s):  
Rashmi Chordiya
Keyword(s):  
Public Sector ◽  
Turnover Intentions ◽  
Human Resources Management ◽  
Diversity Management ◽  
Racial Justice ◽  
Diversity And Inclusion ◽  
Strategic Human Resources ◽  
Mitigating Factors ◽  
Strategic Human Resources Management ◽  
Employees Of Color

Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey data, the present study aims to contribute toward filling this gap in the literature. The theoretical arguments and empirical findings of this study show that when compared with White employees, Federal Black, Indigenous, and Employees of Color (BIEOC) are significantly more likely to intend to leave their current organizations. However, the likelihood of turnover intentions of Federal employees, particularly, BIEOC can be reduced through institutional interventions anchored in pro-diversity management (e.g., commitment to fostering a racially representative workforce), distributive justice in employment outcomes (e.g., in pay and promotions) and procedural justice in organizational processes (e.g., anti-discrimination practices).

Managing for Public Service Performance

2021 ◽  
Keyword(s):  
Resource Management ◽  
Public Sector ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Public Service ◽  
Public Management ◽  
Diversity Management ◽  
Service Performance ◽  
Management Performance

How does management make a meaningful contribution to public service performance? This is the overall question of this volume. The sixteen chapters aim to clarify conceptual issues; critically reflect on assumptions underlying public management and public service performance understandings; theoretically explain direct and indirect relationships between management and performance; and outline a research agenda based on a review of the extant literature. In order to achieve these aims, this volume takes a multidisciplinary, critical, rigorous, and context-sensitive approach. The disciplines of public management, leadership, human resource management, and work and organization psychology are combined because they focus differently on aspects of management, public service performance, employee outcomes, and linking mechanisms such as employees’ attitudes and behaviors. Multidisciplinarity is illustrated by the variety of management aspects examined: different types of leadership behaviors, people management, performance management, human resource management systems, diversity management, and change management. Stakeholders often emphasize different public values that influence what they hold desirable in public service provision. The authors critically reflect on which stakeholder interests are included and excluded in empirical studies. The institutional perspective informs critical reflection on public sector context factors that affect the management–performance relationship in democratic societies. By paying attention to distinctive features of the public sector context, the volume contributes to both knowledge growth and the improvement of public services in practice.

Diversity Management in the Public Sector

2021 ◽  
pp. 1-6
Author(s):  
Inayah Ali ◽  
Subhash Appana ◽  
Jashwini Narayan
Keyword(s):  
Public Sector ◽  
Diversity Management ◽  
The Public

Knowledge-sharing practices in higher educational institutes of Islamabad, Pakistan: an empirical study based on theory of planned behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irfan Raza ◽  
Zainudin Awang
Keyword(s):  
Public Sector ◽  
Cultural Diversity ◽  
Knowledge Sharing ◽  
Interpersonal Trust ◽  
Diversity Management ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Public Sector Employees ◽  
The Relationship ◽  
Sharing Behavior

PurposeKnowledge hoarding is an emerging issue among multiracial employees engaged in public sector higher educational institutes (HEIs) of Islamabad, Pakistan. By considering knowledge-sharing barriers, this study aims to examine the knowledge sharing behavior (KSB) of ethnically diverse public sector staff in perspective of well-known theory of planned behavior (TPB).Design/methodology/approachIt is a cross-sectional survey study, and it has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 273 nonacademic employees associated in 15 public sector HEIs of Islamabad have recorded their responses. Structural equation modeling was employed for empirical hypotheses testing.FindingsResults stated significant and positive effect of cultural diversity management, interpersonal trust and knowledge technology on KSB. Moreover, knowledge-sharing attitude (KSA) fully mediated the relationship between cultural diversity management and KSB and between interpersonal trust and KSB; whereas KSA partially mediated the relationship between knowledge technology and KSB. Moreover, proposed model has explained 45% variation in endogenous construct.Research limitations/implicationsCurrent study contributes to the present literature by investigating the antecedents of knowledge-sharing behavior of multicultural nonacademic staff engaged in public sector HEIs of capital city of Pakistan. Enriching the top management thoughts about problems of diverse workforce, the researcher has explored a noticeable lack in elucidation of such connection. Moreover, formation of knowledge-sharing behavior specifically on ethnic-based diverse employees made a significant addition in existing literature.Practical implicationsThe present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among public sector employees and to create a supportive knowledge-sharing culture.Originality/valueThis study fills the empirical gap in literature by exploring the antecedents and their effect on KSB of nonacademic employees of Islamabad, Pakistan. Moreover, assessing the mediation effect of KSA between CDM and KSB on multicultural public sector employees is another novel inclusion in literature.

Knowledge sharing in multicultural organizations: evidence from Pakistan

2020 ◽  
Vol 10 (3) ◽  
pp. 497-517 ◽  
Author(s):  
Irfan Raza ◽  
Zainudin Awang
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Culturally Diverse ◽  
Causal Effect ◽  
Academic Staff ◽  
Diversity Management ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type

PurposeTaking higher educational institutes (HEIs) operating in Islamabad metropolitan, and Pakistan as research context, the purpose of this paper is to identify the antecedents of knowledge sharing behavior (KSB) and to check their causal effect in perspective of culturally diverse academic staff. In addition, the authors suggest certain policies for HEIs that can raise knowledge sharing practices in multicultural environment.Design/methodology/approachIt is a cross-sectional study, quantitative in nature, and has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 278 academic employees working in three faculties from six public sector universities operating in Islamabad metropolitan have recorded their responses. This research also applied confirmatory factor analysis and structural equation modeling to examine the proposed hypothesis of this inquiry.FindingsThe empirical results indicate significant and positive effect of cultural diversity management, interpersonal trust, and leader-empowering behavior on KSB, whereas knowledge technology has insignificant effect on KSB of culturally diverse academic staff. Moreover, proposed model has explained 54 percent variation in endogenous construct.Practical implicationsThe present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among faculty members and to create a supportive knowledge sharing culture.Originality/valueThis study fills the empirical gap that exists in literature by exploring the antecedents and their effect on KSB of multicultural academic staff associated in public sector HEIs in Islamabad metropolitan, Pakistan.

scholarly journals The good, the bad, and the ugly in the melting pot

2017 ◽  
Vol 36 (3) ◽  
pp. 238-254 ◽  
Author(s):  
Olusoji George ◽  
Kolawole M. Yusuff ◽  
Nelarine Cornelius
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Empirical Research ◽  
Real Life ◽  
Diversity Management ◽  
Melting Pot ◽  
Content Type ◽  
The Public ◽  
Specific Focus ◽  
The Subject

Purpose Taking a clue from the aftermaths of colonisation and the need to manage an “unholy marriage” created by the British colonial masters, the purpose of this paper is to examine the peculiar challenges of managing Nigeria’s unique diversity in the public sector through the critical lens of the Federal Character Principle (FCP) with specific focus on how this invented model of diversity management ended up creating more serious problems than it was meant to solve in the Nigerian public administration. Design/methodology/approach The paper is essentially a review, and it relies on previous studies and real-world evidence on the subject. The paper systematically traces the evolution of diversity management in Nigerian public administration through the critical lens of the FCP with specific focus on how problematic it is to management Nigeria’s unique diversity with more serious problems being created by the FCP application in the public sector. Findings The paper reveals that the constitutional provisions of the “Federal Character Principle” ended up in creating more problems than it set out to solve, reflecting in the “melting pot” allegory. It reveals how problematic it is to manage the country’s diversity, and highlights some of the problems created by the FCP. The review makes a case for an urgent need to intensify empirical research on the subject in order to fashion out a better way of managing Nigeria’s diversity in the public sector. Research limitations/implications One major limitation of this paper is rooted in lack of empirical research such as survey to further explore the topic. Few real life examples and cases provided are considered insufficient to justify some of the assertions. Thus, a call for more systematic and empirical research is made. Practical implications The implication of the finding is that the model for managing workforce diversity especially in the Nigerian public sector (not limited to the public administration) must be “Nigerianised” such that the unique socio-cultural realities of the Nigeria’s society as well as benefits accrued to diversity can be fully explored in driving the growth of the country and survival of the “unity-in-diversity” goal. Originality/value The paper will benefit the government, all stakeholders, and the Nigerian society at large. It offers some useful insights into public administration. It stimulates an interest to conduct further research on diversity management with a view to producing some useful findings that could lead to a better management of diversity in the country.

Diversity Management

2015 ◽  
Author(s):  
Jürgen Wegge ◽  
Klaus-Helmut Schmidt
Keyword(s):  
Diversity Management
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