Abstract
The purpose of this study is to (a) investigate the impact of workforce diversity management on job match, job satisfaction, and job performance; (b) test the influencing role of job match on job satisfaction and job performance; and (c) examine the mediating role of a person’s job match on the association between workforce diversity management and employees’ outcomes (job satisfaction and job performance). Structured questionnaires were sent to employees working in five-star hotels in China. In total, 324 valid responses were analyzed through AMOS-SEM to draw the statistical conclusion. Overall, results revealed that workforce diversity management is positively related to a person’s job match, job satisfaction, and job performance. Next, a person’s job match is positively related to job satisfaction and job performance, in particular a person’s job match mediates the relationship between workforce diversity management and employees’ outcomes. Most of the studies in the area of workforce diversity management focused on the management of diversity such as age, gender, race, and ethnicity from American perspective. This could be among rare studies which investigate another aspect of workforce diversity management, such as management of diversity on the basis of skills, knowledge, interest, and preferences of employees from the Chinese perspective.
Highlights
Workforce diversity has begun as a core strategic value that many organizations consider they have a duty to follow to promote fairness and equality in the organizations (Mor Barak, 2015; Ng & Sears, 2012)
The result indicates that workforce diversity management leads to job satisfaction and job performance (H1 and Hypothesis 2 (H2)), and the direct relationship between workforce diversity management and job outcomes such as job satisfaction and job performance is in line with job adjustment theory, which suggests that the placement of employees according to their functional diversity, choices, and preferences leads to higher job satisfaction and job performance, which is inconsistent with the study of Pitts (2009) and Munjuri and Maina (2013)
There are no other studies that highlight the direct effect of workforce diversity management on job match and the mediating role of a person’s job match on the association between workforce diversity management and job outcomes such as job satisfaction and job performance
Summary
Workforce diversity has begun as a core strategic value that many organizations consider they have a duty to follow to promote fairness and equality in the organizations (Mor Barak, 2015; Ng & Sears, 2012). Workforce diversity management offers a mechanism for solving job issues related to equality, justice, inclusion, and bullying behavior, which are based on gender, age, and ethnicity (Adams, 1965; Mor Barak, 2015; Thomas, 1990). Workforce diversity management refers to the management of all differences such as differences in race, gender, age, ethnicity, education, experience, interest, status, and functional diversity (Choi & Rainey, 2010; Manoharan & Singal, 2017; Pitts, 2009; Thomas, 1990). Higher job satisfaction and job performance depend upon effective workforce diversity management (Choi & Rainey, 2014; Vanderschuere & Birdsall, 2019). Job satisfaction refers to the effective evaluation of the employee’s job, whereas job performance covers a set of activities linked to organizational goals
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