Employee Diversity Research Articles

Bridging the Past, or Breaking From It? Leader Continuity Rhetoric and Nontarget Employee Diversity Initiative Support

Organizations launch diversity initiatives to promote diversity within their ranks, improve the work experiences of underrepresented groups, and satisfy growing demands for diversity in workplace settings. While typically welcomed by the target group, diversity initiatives can be compromised when employees who are not the initiative’s targets—for example, men in the case of gender diversity initiatives—withhold their support. Particularly organizations that are mostly composed of nontargets may thus struggle with a lack of support for their diversity initiatives. To understand how organizations can successfully implement diversity initiatives while preserving nontarget support, we take an uncertainty management perspective and examine the interactive effects of diversity practice type (identity-conscious vs. identity-blind) and leader continuity rhetoric (high vs. low vision of continuity) on nontarget support. In Study 1, using data from a 2 × 2 between-person field experiment in a firefighter organization, we find that framing the initiative under a vision of high (vs. low) continuity preserves nontargets’ anticipatory distributive justice in the face of identity-conscious (vs. identity-blind) practices and thereby promotes initiative support. Study 2, a vignette experiment, replicates our findings and shows that other justice dimensions above and beyond distributive justice appear secondary in this context. Our work has important implications for managing the initiation phase of diversity initiatives in organizations primarily composed of nontargets in a way that fosters nontargets’ perceived justice and support.

Workforce diversity: influence of task-related diversity of R&D employees on the development of organizational innovations: a gender perspective

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsResearch from Spain analyzed the influence of workforce diversity on an organization’s likelihood to develop organizational innovations. This paper provided three important results: First, employee diversity increases the firm’s ability to engage in organizational innovations. Second, the influence of each aspect of task-related diversity varies depending on the type of organizational innovation considered. Third, women play a different role in the production of non-technological innovations.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Workplace diversity and positive leadership style: impacts on employee well-being in Australian businesses

PurposeIncreasing workforce diversity requires leadership to ensure employees retain their well-being. This study aims to examine how employees’ and managers’ co-creation of diversity in the workplace influences positive leadership (PL) style, which in turn affects employee well-being (EWB) positively.Design/methodology/approachEmployees and managers of Australian businesses participated in a cross-sectional survey. EWB was regressed on PL style and diversity dimensions (DDs). Also, the mediation effect of PL style between DDs and EWB was tested.FindingsResults suggest that Australian organisations appear to have more employee diversity with its partial impact on managers’ PL style, which then positively affects on employee well-being (EWB). Furthermore, the PL style partially mediated the relationship between DDs and EWB.Practical implicationsManagers will better understand workplace diversities and the key role that PL style can play in enhancing EWB.Social implicationsThis study will help improve employees' and managers' personal and social lives by developing a better understanding of health and well-being. It will have further economic impacts, such as higher organisational productivity.Originality/valueThis study fills the gap in the literature where PL style will positively affect EWB. Investigating the relationship between DDs, PL style and EWB using PERMA-profiler is a unique contribution.

Study on the Impact of Employee Diversity and Inclusive Management on Organizational Prformance

Diversified and inclusive management is an important topic in the practice of employee management, which plays an important role in promoting the resource sharing and collaboration within the organization, and promoting the innovation and transformation of enterprise development. In management practice, the company pays attention to enterprise values and international advanced management experience combined with China's national conditions and excellent culture, pay attention to cultivate local market economy senior management personnel, create a harmonious and dynamic enterprise culture, enhance "' customer orientation, continuous innovation, talent development and pay attention to performance" is the company's four core competitiveness. Based on the theory of social exchange and psychological capital theory, this paper discusses the influence of employee diversification and inclusive management on organizational performance, and the research conclusion has certain reference value for improving the management level of enterprises, promoting organizational innovation and transformation development.

Analisis Keberagaman Karyawan dalam Meningkatkan Kreativitas dan Inovatif Terhadap PT. Tiara Teluk Jaya

This Community Service (PKM) activity aims to find out and increase the owner's understanding and knowledge of how to assess performance in developing product innovations to support competitive advantages. The diversity of employees at PT. Tiara Teluk Jaya has a big influence in increasing creativity and innovation. This research aims to find out how much influence diversity has in increasing creativity and innovation. This research focuses on employee diversity carried out by PT. Tiara Teluk Jaya to increase employee effectiveness and innovation. Judging from the customs and culture that exist in Indonesia, there is a lot of diversity that has a broader perspective in dealing with problems and finding new and creative solutions. The analytical methods used are interviews, observation and data collection. Based on the results of observations and interviews conducted by researchers, the influence of diversity on creativity and innovative employee performance has a significant impact. There is a positive and significant influence between creativity and innovation and employee performance.

Diversity targets

From 2008 to 2020, 180 of S&P 1500 have disclosed employee diversity targets. We conduct the first analysis of firms’ employee diversity targets and ask three research questions: (i) who announces diversity targets? (ii) do firms deliver on their diversity targets? (iii) what are the implications of disclosure of such targets for employee hiring and investors? We find that firms with a greater willingness (proxied by past ESG penalties, higher CEO-to-median employee pay ratio, more media coverage, and after #MeToo and Black Lives Matter movements) and ability (proxied by financial strength, a blue-collar heavy labor force, and gender and ethnic minorities on boards) to improve employee diversity are more likely to disclose diversity targets. Exploiting the Revelio dataset of 15,639 firm-years for 1,203 distinct firms from 2008 to 2020, we observe that firms that disclosed a diversity target have indeed hired more diverse employees, but such diversity levels had already increased substantially prior to the target disclosure. Firms with numerical, forward-looking, and rank-and-file employee-targeted goals are associated with greater employee diversity relative to firms that announce other types of diversity goals. Moreover, improved diversity performance does not appear to occur at the cost of employee quality, as measured by Revelio. Overall our results have practical implications for how investors and stakeholders might want to interpret corporate diversity targets.

How ambidextrous cultures influence learning by universities: Lessons from administrators

ABSTRACT Universities face organisational challenges to learn and adopt administrative practices that aid both staff and educational development. Although the prospects of ambidexterity as an organisational learning strategy are appreciated in research and practice, understanding the nature of culture-based factors that support ambidextrous mindsets in educational settings remains underdeveloped. This article explores the ambidextrous culture-based enablers that foster ambidextrous learning by universities. Thematic analysis of semi-structured interview data from 32 university administrators within the Gulf Cooperation Council region serve as the basis for empirical insights. Findings from the interviews show that 2Es and 2Cs are culture-based enablers consisting of employee diversity, employee fairness, clear communication and consistent practice. From a theoretical perspective, the article contributes to knowledge by capturing the enabling factors of a culture-learning praxis for ambidexterity, while managerially, the article urges for dedicated ‘learning to learn’ action plans that develop best practice for ambidextrous learning by universities.

ERP Implementation Success: Impact of Critical Factors and Employee Diversity at PT. ALAM Palm Plantation in North Sumatra

ERP Implementation Success: Impact of Critical Factors and Employee Diversity at PT. ALAM Palm Plantation in North Sumatra

Employee diversity and firm value of listed Nigerian consumer goods manufacturing companies

Employee diversity and firm value of listed Nigerian consumer goods manufacturing companies

Synergies of Success: Investigating the Role of Employee Diversity on Organizational Performance

Synergies of Success: Investigating the Role of Employee Diversity on Organizational Performance

The Role of Organizational Culture in The Relationship Between Workforce Diversity and Employee Performance of Generation Y

Workforce diversity is a common problem among employees. However, according to Forbes, the application and literature on this topic still need to be improved, even though it is considered a major issue. This research aims to determine the role of organizational culture in the relationship between employee diversity and employee performance, focusing on the Indonesian Y generation who have worked on the island of Java for at least one year. A total sample of 345 Generation Y workers on Java Island was used, and PROCESS MACRO by Hayes was used to determine the role of organizational culture. The research results show that workforce diversity significantly and positively affects organizational culture. Organizational culture has a significant and positive effect on employee performance. Workforce diversity has a significant and positive effect on employee performance. In addition, it was found that organizational culture does not act as a moderator but rather acts as a mediator in the relationship between workforce diversity and employee performance. This role was found to be a mediator after further analysis was carried out. It is highly recommended that future researchers use a more significant number of samples and islands other than Java or choose certain industries to enrich research results. Additionally, the use of other diversity attributes may contribute to the diversity of results.

Diversity Management Practices and Inclusive Work Environment: A Study of Employees Working in Banking and It Sectors

Diversity management practices are deliberate tactics, guidelines and programs that organizations implement to successfully manage employee diversity and foster inclusive work environments. Inclusive work environment is essential for developing diversity and equality at workplace where employees of different gender, age, race and backgrounds feel valued and respected. In order to better understand how diversity management practices, affect inclusive work climate, this study aims to find association between diversity management practices and inclusive work environment for employees working in IT and banking sectors. Respondents were chosen by convenience sampling and the instrument used for data collection was the questionnaire. The survey was methodical in nature asking participants to select the option that best reflected their response to each of the questions on a 5-point Likert scale. 241 completed questionnaires out of the 350 that were distributed were returned by respondents and included for data analysis. We used PLS-SEM and SPS for the data analysis. The hypothesis was accepted and significant positive association was found between diversity management practices and inclusive work environment. Trainings for enhancing awareness about diversity are essential for fostering an inclusive work environment that will promote equal employment opportunities, career growth and developmental opportunities and recognition and appreciation for employees of different gender, age and backgrounds.

The dynamic capabilities approach as the bridge between employee diversity and innovation

Recent events like the COVID-19 pandemic but also dynamic yet consistent changes like the technological revolution have transformed the business environment but also the context for Human Resources Management. The diversification of the workforce is a fact, yet organizations very often struggle to fully use the potential of their diverse workforce. The article shows a new approach to diversity management, through the lens of dynamic capabilities, on the example of innovations show how to use diversity for organizational benefits. To examine how diversity may influence innovation an exploratory, qualitative research has been designed. Nineteen in-depth-interviews with board members and directors of IT companies have been conducted. The results show, that when focusing on innovation functional diversity, or more broad verity, are of primary importance. The analysis of the interviews allowed for the identification of three dynamic capabilities: acquiring, conversion, and application of variety which transform diversity into innovation. The article shows, to fully draw from diversity a new approach to diversity management is required. It contributes to the ongoing debate on the future and new directions for diversity management and fills an existing theoretical and research gap by adding the dynamic capabilities approach to the discussion

Employee perspectives on risk management in a construction company

In addition to the tools and techniques available, project risk management also depends on the attitudes of people in an organisation, how the available tools are used, and how the procedures are followed. Therefore, efforts to improve the project risk management capacity of organisations may fail if the diversity of people (characters, traits etc.) involved is neglected. Based on this argument, the aim of this study is to demonstrate that companies can improve project risk management using the perspectives of their key experts. In this context, an approach was proposed based on Q-Methodology and a case study has been conducted in a construction company in the Netherlands. The quantitative output obtained through Q-Methodology application was evaluated in conjunction with the qualitative data gathered from interviews conducted with the managers of different units within the company. As a result of this evaluation, three common perspectives were identified among the respondents under the names of ‘Experience and Belief’, ‘Procedures and Management’ and ‘Culture and Communication’, respectively. Then, a number of recommendations were made to the company. First, customized management approaches that integrate and balance the identified perspectives should be adopted. Second, a mature organisational risk management culture should be promoted. Project charters that specifically target risk management culture in projects can be used for this purpose. Third, risk management should be integrated into other activities, making it a normal part of employees’ daily work. Finally, but not exclusively, the employees should be instructed on the use of risk registers and guidance should be put in place on how often they are expected to update the risk registers. This study demonstrates the benefit of considering employee diversity and leveraging perspectives in unlocking the potential of construction companies in terms of project risk management.

Workforce Diversity at Work: Exploring Ethnicity as Moderating in Age and Performance

It’s critical to promote workplace employee diversity, as it empowers various workforces and improves teamwork. Adopting employee diversity fosters a positive work atmosphere that encourages employee creativity and productivity. Based on this background, the aim of the study was to understand teaching faculty perceptions of age, ethnicity, and performance and to analyse the moderating effect of ethnicity on age and performance. The study was objective in nature, focusing on private colleges in the Kathmandu Valley of Nepal to select teaching faculty. A cross-sectional design was adopted, ensuring a snapshot of data collection. Consent and privacy were maintained throughout the study, respecting participants' confidentiality. The study identifies ethnicity as a moderating factor between age and performance, where age and ethnicity separately enhance performance but ethnicity as a moderating factor interacts negatively. While age has a positive relationship with performance, ethnicity as a moderator displays a subtle yet significant negative impact on job performance. Colleges must address both the advantages of age diversity and the ethnic imbalances in order to encourage equal opportunities and boost overall productivity.

Pengaruh Diversitas dan Inklusi Terhadap Kinerja Organisasi

The influence of diversity and inclusion in the context of organizations has become a major focus in the modern business world. The growing complexity of the global business environment and the demands of diverse markets require organizations to better understand, value, and leverage employee diversity. The aim is to analyze the Analysis of the Effect of Diversity and Inclusion on Organizational Performance. The research method used is a literature study or Library Research with a qualitative approach. Based on the problems, objectives, research results and discussion, the following conclusions can be drawn. The management of deversity and inclusion has the view that the differences that exist in individuals are very valuable resources and need to be put to good use. Keywords: Diversity, Inclusion, Orhanization Performance

Workforce Diversity and Employee Performance in the Local Government of Kanchanpur, Nepal

Background: In today’s highly competitive governance, diversity has become one of the most critical executive issues, as the local governments have increasingly become diverse concerning their workforce. Diversity emerges in a local government when its members differ from one another. The concept of diversity includes recognizing, accepting, and respecting each difference and understanding that each is unique. Objectives: The main objective of this paper is to investigate the association between employee performance and workforce diversity in the local government of Kanchanpur district. Methods: The study adopted a descriptive research design. Purposive and cluster sampling techniques were used, and a structured questionnaire was used to collect the data from 400 employees of different municipalities of Kanchanpur district. To analyze data correlation matrices, ANOVA tables, and coefficient tables as outputs of regression. Results: The employees in the local governments are becoming more diverse because of the political reforms, the global practice of local government, competitiveness and change in customer preferences, and inclusive participation in the constitution. With the drastic change in politics, the formation of the progressive constitution of Nepal increasing reforms in the last two decades and changing demographics of the labour market local government has become a place for diversity inclusion. Conclusion: The result revealed that ethnicity diversity, educational diversity, and work performance diversity have positive impacts on employees’ performance. Further, physical disability has a negative impact on employees’ performance. This study highlights how workforce diversity affects employees’ performance in the local governments of Kanchanpur district. These results can be used to build strategies to improve the implementation of employee diversity in existing local governments.

The Impact of Workforce Diversity Management on Organizational Performance: A Study in Nepalese Hospitality Sector

Background: The 1960s and 1970s in the United States marked a pivotal era in recognising the importance of workplace diversity and equal opportunities, leading to the establishment of the President's Committee on Equal Employment and the enactment of the 1964 Civil Rights Act. This historical backdrop has evolved into a contemporary emphasis on diverse dimensions, such as demographic, cultural, and cognitive aspects, underscoring its critical role in improving organisational performance—an insight extended to the study's focus on Nepal's hospitality sector. Objectives: This research aims to investigate the impacts of workplace diversity on organisational performance with the mediating role of inclusion and employee engagement solely. Methods: The study followed a positivist research paradigm, deductive reasoning, a causal-comparative research method, and snowball sampling techniques for its procedural operations. The study's target populations were the staff employed in hospitality sectors in Nepal. The study incorporated 439 as a sample size. The structured survey questionnaire was used to collect the primary data. The data were analysed using descriptive and inferential statistics like percentages, frequency, and structural equation modelling. In order to analyse the data, SPSS 20 and AMOS 22 were used. Results: The study supports hypotheses related to the positive influence of workforce diversity on employee inclusion, the positive effects of employee inclusion and engagement on organisational performance, and the partial mediation role of both employee inclusion and engagement in the relationship between workforce diversity and organisational performance. However, the study rejects hypotheses suggesting a direct impact of workforce diversity on employee engagement and organisational performance in the Nepalese hospitality sector. Conclusions: The crucial role of fostering employee inclusion positively impacts loyalty and effort. While workforce diversity may not directly impact organisational performance, focusing on inclusion can lead to better outcomes. Organisations are urged to prioritise creating inclusive environments for enhanced employee commitment and to better align with the needs of a diverse customer base. Implications: This research benefits human resource (HR) managers and businesses as it furnishes information that can be utilised to enhance legislative frameworks and establish measures for monitoring employee diversity policies. The findings of this study also aid established and emerging businesses in determining crucial considerations related to staff diversity. Employees currently employed will benefit from this research as it sheds light on the significance of staff diversity in terms of organisational success and growth. Paper type: Research Paper Key Words: Quantitative research, Diversity management, Gender, Age, Hospitality.

DIVERSITY AND JOB SATISFACTION WITHIN ORGANIZATIONAL CLIMATE IN KOGI STATE, NIGERIA: EXPLORING THE SCENARIO OF SMALL AND MEDIUM-SIZED ENTERPRISES

This study focused on diversity and job satisfaction within organisational climates, exploring the scenarios of small and medium-sized enterprises. The study explored the effects of physiological elements of employee diversity on job satisfaction at the workplace and ascertained the influence of psychological diversity climate on the job satisfaction of employees in SMEs in Kogi State. This study employed a survey research design and targeted employees who could provide insights into diversity-related situations. Both descriptive and inferential methods were employed to analyse the collected data. The study used multiple regression analyses to test hypotheses. Results showed that the age of employees has a significant negative effect on job satisfaction. As employees grow older, there is a noticeable trend towards decreasing job satisfaction, and the gender of employees was found to have an insignificant negative effect on job satisfaction, among others. The study recommends, among others, that SME owners or managers should implement age-specific support programmes aimed at addressing the changing needs and preferences of older employees to help sustain and improve their job satisfaction and that managers should conduct regular training sessions to raise awareness and sensitivity among employees regarding religious and diversity-related issues to foster a positive and inclusive work environment. Keywords: psychological diversity climate, diversity management, job satisfaction, physiological diversity, synergetic environment

South African Industry and Geographic Dynamics Perspective on the Link Between Employee Diversity Attributes and Employee Productivity

This study is part of an ongoing research project on various aspects of employee productivity in the South African workplace. The aim of the article is to measure the industry and geographic dynamics of the impact of different employee diversity attributes on productivity as no South African econometrically focused publications on this particular topic exist. I deemed it important to close this gap in the employee productivity literature. I applied an employee real remuneration model with a dissimilarity index vector and an industry dynamics vector to estimate the spillover effects of employee productivity for different employee diversity attributes. To validate the robustness of the estimates of the employee real remuneration model, estimations of the fixed-effect panel data were done for the full firm-based data sets. The estimation results indicated the same productivity pattern for the two industries in the three geographic areas. The productivity estimates suggest that the impacts of higher employee productivity spillovers (for all diversity subcategories) were more prominent for the area of the stronger gross geographic product. Limitations of this study that should be addressed are studies focused on the individual employee level and the productivity impact of the different levels of female remuneration gaps in the workplace. The estimation methodology applied in this study and the results thereof are intended to contribute to human resource policy debates on the impact of employee diversity attributes on employee productivity across industries and geographic areas in a diverse workplace.