Does Gender Diversity Affect Workplace Happiness for Academics? The Role of Diversity Management and Organizational Inclusion

Mohamed Mousa

doi:10.1007/s11115-020-00479-0

Abstract

The author investigated the relationship between gender diversity and organizational inclusion and moved forward to examine whether gender diversity, diversity management and organizational inclusion predict workplace happiness by collecting 320 questionnaires from academics in three public universities in Egypt. A t-test was used to identify how gender may affect perceptions of diversity management and organizational inclusion. Hierarchical regressions were applied to test whether gender diversity, diversity management, and organizational inclusion can predict workplace happiness. The findings showed no relationship between gender diversity and organizational inclusion, and the authors confirmed that gender diversity, diversity management, and organizational inclusion can effectively predict workplace happiness. Theoretical and empirical implications are discussed at the end of the paper.

Highlights

Over the past two decades, the concept of diversity has gained currency in management literature (Wikina 2011)
Given the fact that diversity management is new to Egyptian organizational settings and that studies of diversity are still at an embryonic stage in Egyptian academia, the author of this paper addresses academics in three three public universities in an attempt to, first, explore how gender diversity may affect perceptions of diversity management policies and the sense of organizational inclusion
Concerning the measures, the author of this paper found that only two variables – diversity management and organizational inclusion – have previously been researched

Summary

Introduction

Over the past two decades, the concept of diversity has gained currency in management literature (Wikina 2011). According to Kundu and Mor (2017), there is a growing trend from employees nowadays to join institutions that value diversity and respect differences. Tolerance and equal opportunities for staff regardless of their differences (Healy et al, 2010). This is in line with what has been mentioned by Roosevelt Thomas (1990), who points out that the main mission of any diversity management protocol should be to develop an organizational climate that appreciates differences and respects an individual’s uniqueness. The implementation of effective diversity management procedures may entail a dramatic change in an organization’s culture, values and traits (Celik et al, 2011; Shore et al, 2011; Mousa 2018a; Mousa, 2018b; Mousa et al 2019a). The same has been affirmed by a research study (2019), who highlighted that treating all employees as insiders may regularly require tailoring activities/procedures through which employees can feel involved, supported, engaged and that they belong

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Conclusion