Implementation Of Diversity Management Research Articles

Enhancing Employee Job Performance Through Supportive Leadership, Diversity Management, and Employee Commitment: The Mediating Role of Affective Commitment

This study examines the impact of supportive leadership and diversity management on employee job performance within Vietnam’s manufacturing sector. The study specifically investigates the mediating effect of affective commitment in this relationship. A survey incorporating targeted scales to measure the variables of interest was completed by 406 workers. The collected data underwent analysis using structural equation modeling techniques. The findings of this research suggest that when organizations implement diversity management strategies and foster supportive leadership, there is a significant and positive effect on both the affective commitment and job performance of their workforce. These results highlight the importance of these organizational practices in enhancing employee outcomes in the Vietnamese manufacturing context.

LGBTQ inclusion in the workplace: examining the roles of climate, leadership, and psychological empowerment to determine satisfaction

Purpose Organizations are moving beyond the gender binary in the workplace and are implementing diversity management practices, making Lesbian, Gay, Bisexual, Transgender and Queer (LGBTQ) inclusion increasingly important as they continue to remain a disadvantaged group. This paper aims to look into the factors that affect job and life satisfaction among LGBTQ employees in India. Design/methodology/approach Data were collected from 348 LGBTQ employees and analysed using structural equation modelling. Findings The results showed that psychological safety has a positive impact on psychological empowerment, job satisfaction and life satisfaction. Additionally, inclusive climate and inclusive leadership were found to have a significant moderating effect on the relationships. The study also revealed that psychological empowerment plays a mediating role between psychological safety and life satisfaction. Originality/value The study stands pioneers among the works that discuss workplace inclusion among LGBTQ employees in Indian context since LGBTQ acceptance in normal social system is still in nascent stage in Indian scenario. The findings can be used to improve LGBTQ inclusion and promote social development and well-being in organizations and society, as the inputs from the study can be taken up for inclusive leadership development and wellbeing of the employees.

Diversity management and firms’ internationalization: Evidence from French SMEs

Although internationalizing small- and medium-sized enterprises (SMEs) are heterogenous as a population, they face similar resource constraints, such that resource management is central to their internationalization efforts. However, the management of diversity, as a specific resource, remains insufficiently studied. Building on resource-based theory, this article explores how SME managers assign value to diversity and implement diversity management across various types of internationalizing SMEs. The multiple-case qualitative study, involving 14 SMEs that represent traditional internationalizers, early internationalizing firms, and born-again globals, reveals that diversity is valued and managed differently by different categories of internationalizing SMEs. For early internationalizing firms, within-type heterogeneity is stronger than between-type heterogeneity. Furthermore, SMEs may value resource diversity as instrumental, terminal, or even destructive, which influences how they manage it. In presenting ideas for the effective strategic management of diversity, as displayed by some SMEs, this article contributes to research on SMEs’ internationalization and diversity management.

The Evolution of Diversity Management in Business Practice

Diversity and inclusion are among the most essential issues for modern labour, with millennials emerging as the largest group in the workforce. Through the definition of diversity management and the use of examples, this paper demonstrates the function of diversity management in contemporary business environments. This paper explores, through case studies and critical analysis, the benefits and drawbacks of diversity management in corporate practise. This essay uses the examples of IBM and McDonald's to demonstrate how diversity management may be used effectively. This essay makes the case that in order to accomplish varied management and practise, any organisation must identify workable solutions that are appropriate for its size and manner of operation. In order to implement diversity management intervention programmes, human resource departments can use this paper as a guide.

Do employees’ perceptions of diversity management enhance firm’s financial performance: the moderating role of board members’ diversity level

PurposeThe hospitality industry has one of the most diversified workforces. This study aims to examine the effect of employees’ perceptions toward diversity management on the company’s financial performance. The current study also examines the moderating effect of board members’ diversity level on the association between employees’ perceptions and financial outcomes.Design/methodology/approachFrom online reviews, the authors identified multi-faucets of diversity management and measured employees’ perceptions of diversity management. Using panel data analysis, the relationships among employees’ perceptions, board members’ diversity level and companies’ financial performance were studied.FindingsThis study found that employees’ perceptions of diversity management positively influence the company’s financial performance and the relationship was positively moderated by board members’ diversity level.Practical implicationsFindings show that hospitality employees perceive nine diversity and inclusion categories (age, organizational climate, culture, disability, education, gender, physical differences, policy and practice and race) that companies need to consider when developing and implementing diversity management. Moreover, practitioners need to eliminate the gap between board members and employees when applying diversity management.Originality/valueDrawing upon service–profit chain theory, this study extends hospitality literature regarding diversity management by demonstrating how employees perceive working environments created by diversity management affects the organizational financial outcome. Moreover, this study emphasizes the exemplary role of board members as policy and practice makers, to provide employees with the legitimacy and responsibilities of diversity management.

Myth or Reality: Perception of Frontline Managers about Diversity in Pakistan

Workplace diversity is a broad notion that refers to the individual variances among those who work for a company. Managing diversity in an organization is top management agenda; however, it is ineffectual to get targeted results due to manager’s perception and definition towards the concept of diversity. Middle managers are responsible in translation and implementation of diversity programs therefore their perception about diversity effects implementation and outcomes of Diversity management (DM). Pakistan has been identified homogenous and irrelevant to diversity paradigm. Contrary to that, this study has explored the value and perception of managers about diversity, exclusively responsible for implementation of diversity management practices in MNCs. Researchers introduced this area of study raising two overarching challenges: to develop more context-specific definitions of diversity; to focus on belief and value of managers about diversity effectiveness and difference in gender perception of managers; within multinational corporations. Qualitative research method has been used and eight MNCs Managers mainly handling DM functions, involve in implementation have been interviewed. Findings of study have helped to provide context based definition of diversity and difference in gender perception of managers for effectiveness of diversity and its value for company growth. Human resource managers perceive diversity mainly surface level, as gender.

A validation study of the Miville-Guzman Universality-Diversity Scale in South Africa

Background: In order for organisations to best implement diversity management programmes that will create an environment in which diversity is appreciated and utilised optimally to achieve organisational outcomes, they need to first identify the attitudes and orientations that individuals in the organisation have towards diversity. Universal-diverse orientation (UDO) is a largely under-researched topic in South Africa, and currently no instrument measuring UDO has been validated in a South African context.Aim: The purpose of this study was to determine the psychometric properties of the Miville-Guzman Universality-Diversity Scale (M-GUDS) in South Africa.Setting: The study was conducted among the general working population in the Gauteng Province in South Africa.Methods: A quantitative cross-sectional research design was followed. A heterogeneous sample of 255 South African employees from the general working population in Gauteng was selected to complete a voluntary web-based questionnaire.Results: The results confirm that the M-GUDS is reliable; the factorial validity, and convergent and divergent validity of the M-GUDS are also confirmed. The predictive validity of the instrument is partly confirmed.Conclusion: This study contributes to the limited research that has been done on UDO in South Africa by providing a valid instrument that can give additional insight into organisations on the orientations and attitudes of employees toward diversity. This provides organisations with a platform to assess their diversity orientation that can be used to inform diversity management programmes.Contribution: This study contributes to the limited research that has been done on UDO in South Africa, as well as addresses the gap of a lacking instrument to measure UDO in South Africa by validating the M-GUDS.

Diversity Management on Organizational Citizenship Behavior: Examining The Potential Mediators

This study aims to understand the effect of diversity management on Organizational Citizenship Behavior (OCB), taking into account the mediating role of organizational inclusion, affective commitment, and work engagement. The data for this quantitative study was collected using questionnaires from 263 employees who have worked for at least one year in FMCG companies operating in Indonesia. The data analyzed in Structural Equation Modelling showed that diversity management had no direct effect on OCB. The result indicated that the causal relationship between diversity management and OCB was fully mediated by organizational inclusion and work engagement. However, affective commitment was not proven to mediate the causal relationship between diversity management on OCB. This study reveals the importance of diversity management implementation within a company and ways of action to boost OCB of the employees. Keywords: diversity management, organizational inclusion, affective commitment, work engagement, organizational citizenship behavior

How to Develop Diversity Management Competencies in the Private Sector in Saudi Arabia

This study identifies factors, which stimulate and develop diversity management competency within Saudi Arabia’s private sector. A quantitative exploratory approach is adopted here, in which 210 interviews were conducted with human resources management teams and employees in private Saudi enterprises across different sectors of activity: health, education, oil, and financial. The data collected was analyzed using AMOS 24. Based on the results, a research model was constructed in which three main determinants of diversity management competency were identified for the success of diversity management: leadership competencies (cognitive and communication); empowerment; and diversity training. The results show that there is complementarity between those factors, but that leadership diversity competencies are the most important, and especially the cognitive aspect. Added to this is diversity training, which affects diversity awareness and inclusiveness. It is concluded that factors related to the internal development of diversity management competency are cultivated and constructed. The research model can help managers in developing diversity management competencies to generate successful diversity management processes. Due to the limited literature on diversity management in general and for Saudi Arabia especially, this research enriches the existing literature. The model developed here can guide directors of multinationals based in Saudi Arabia and facilitate the implementation of diversity management for Saudi-owned companies who intend to adopt diversity management initiatives as a solution for development. This research is important for both theoretical and operational approaches, defining a critical aspect of diversity management through the definition and development of an interesting tool: diversity management competencies. The development of such competencies may be of benefit for organizations in more easily facing and managing diversity.

Diversity Management in Some Japanese Companies – A New Way to Strengthen Japanese Enterpises’ Competitiveness

The article analyses the situation of enhancing diversity in human resources in some Japanese enterprises implementing diversity management. In 2012, Japan’s Ministry of Economy, Trade, and Industry officially launched Diversity Management Selection 100-Collection of Best Practices. In particular, Diversity Management is a strategy for enterprises to utilize their human resources required for building competitive advantages in a market environment or a technology structure. This research finds that the concept of diversity in human resources of Japanese enterprises is quite diverse but mainly revolves around four main aspects: gender (female labor), age (senior labor), disability (people with disabilities), nationality (foreign labor). Secondly, in terms of diversification of employees, the Japanese enterprises focus on following priority order: female workers, disabled workers, elderly workers, and foreign workers. This is reflected in the number of programs promoting each type of worker as well as the number of businesses committed to creating favorable conditions for workers in Japan. Thirdly, increasing diversity in human resources not only changes corporate culture but also enhances corporate image domestically and globally. Therefore, diversity management is a new way to strengthen Japanese enterprises' competitiveness.

THE WAY TO BUSINESS COMPETITIVENESS: THE IMPORTANCE OF DIVERSITY MANAGEMENT AND TEAMWORK CLIMATE IN STABILIZING OF EMPLOYEES

Focusing on utilization of employees strengths at workforce brings companies benefit to the diverse workforce and creates a competitive advantage in a turbulent and dynamic business environment. The intention of this research is to fill a significant research gap in the in-depth exploration of relationships and support mechanisms for diversity management. The research is focused on teamwork climate as a mediating variable, moderating the effect of best practices in the implementation of diversity management and on its potential level of influence on the employee turnover in the company. It was applied the correlation to evaluate connection r among criteria of three areas: best practices in diversity management, teamwork climate and employee turnover rates. The control variables were age, gender, education and length of manager practice. The dependency between best practices in diversity management and employee turnover, which is mediated by teamwork climate, has been confirmed. However, partial mediation was found, where only part of the effect is mediated. The rate of turnover is influenced by the gender of the manager, age and length of practice. All variables (age, length of experience and gender) are significantly related to the variables of best practices in diversity management and teamwork climate.

Think Diversity Management Programs Are Enough? Think Again!

Organizations are now starting to implement diversity management programs to address their diverse workforce needs. However, diversity management programs alone are not enough to reap the valuable (and profitable!) benefits of a diverse and inclusive workplace. Diversity management is more than just policies and procedures. It includes diverse demographics and a climate of inclusion. A climate of inclusion is defined as an environment where employees are treated fairly, have equal access to resources, and creates a sense of belongingness as well as uniqueness. Studies have shown that diversity management can promote attractive results like reducing turnover and increasing employee engagement in helping behaviors. But what are the factors that come into play to really leverage these diversity management programs?

Adopting the Diversity Management Approach. Case of Slovakia

Research background:Towards the end of the previous century the issue of management of diversity in organisations gained a prominent place in both academic and societal debates. For any multicultural country, such as the United States or Great Britain, the issue of diversity is not new. However, diversity has not been as frequently researched in the countries of the Visegrad region: the Slovak Republic, the Czech Republic, Poland and Hungary.Purpose of the article:Using the data about 278 business organizations in Slovakia, we focus on the background of the implementation of diversity management from the point of view of factors having a direct influence on this process. We evaluate the influence of the legal form (as an expression of the number of owners and the ability to quickly adopt a new concept) of the business organisation, the size (number of employees) of the business organisation, the share of the foreign capital in the ownership structure of the organisations, the sector of economy the organization operates in, its performance and the existence of HR unit in the organizational structure.Methods:To evaluate the influence of the selected factors linear modelling was used.Findings & Value added:The study theoretically contributes to human resource management, talent management and organizational behaviour theories, and offers several policy implications for decision makers. Specifically, it deals with the relationship between the implementation of the diversity management selected organizations` characteristics.

Implementasi Manajemen Keragaman Sumber Daya Manusia

The purpose of this research is to provide an overview of the implementation, forms of implementation and problems encountered in implementing diversity management in relation to human resource management (HRM) practices at SWCU. This qualitative research conducted through case studies. Key persons in this study were four university leaders and one staff member. Data obtained through in-depth interview process and then analyzed in three descriptive techniques. The results showed that the practice of implementing HR management diversity management was carried out well based on performance, fair and there was no discrimination. The implementation problems encountered at SWCU are divided into two parts, namely practice inside and outside the HRM. Practical problems in HRM occur at the training and promotion stages; and, problems that occur outside the HRM practice such as communication problems and different perspectives.

Diversity Management as a Tool for Sustainable Development of Health Care Facilities

Organizations providing health services are often criticized because of inadequate and unsuitable management processes or procedures. Today’s challenge is focused on effective management and leadership skills in the area of health care. The aim of the research is to describe, analyze, and evaluate the current state of diversity management in details in the context of human resources management in the selected healthcare facilities. The source of the information was a questionnaire survey. The sample consists of 181 managers from various health care and health service organizations. The method of analysis of variance (ANOVA) was used for data processing. The results were processed in SPSS and Excel programs. Pearson’s coefficient was used to evaluate the cross-correlation of the variables. The level of significance was 5% on both sides. Basic awareness of diversity management in the healthcare facilities is low. Some tools of diversity management are used, but only in isolation, non-conceptually, and unsystematically. The acknowledgment of diversity concept is poor and chaotic. The basic models of this concept defining its goals, activities, programs, responsibilities, and measurements are not known. One of the strong areas of the diversity management in the healthcare facilities is the diversity of working teams. On other hand, the weak side is the diversity as part of the organization culture and diversity as a part of human resource management. The summarizing index Attitudes towards Diversity received a higher average value than the Diversity Management Implementation index. Significant variables influencing the level of aggregate indices were identified: Ownership, size of the organization in terms of number of employees, patients’ satisfaction, and employees’ satisfaction.

EMPLOYING PEOPLE WITH DISABILITIES: ARE THEY COMPETENT AND PERFORMED?

The implementation of diversity management becomes a challenge for the company, primarily to employ those with physical disabilities. There is a stereotype in Indonesian society that those people are not able to work, especially in the formal sector due to their lack of competences that results in their low performance. Unfortunately, studies regarding the effect of competency towards employee performance of employees with disabilities have been very limited. This study aims at determining the influence of competency towards the performance of employees with disabilities in Thisable Enterprise. Data was conducted through a survey of 64 employees who are blind and deaf. Furthermore, the hypothesis test was carried out using multiple linear regression analysis. The results show that employees with disabilities in Thisable Enterprise have good competencies, consisting of intellectual competence, emotional competence, and social competence. The results of self-assessment, customer assessment, and evaluations from supervisors also showed that employee with a disability was able to provide good performance. Finally, the positive influence of intellectual competencies on performance was confirmed.

Diversity Management in Multinational Companies in Germany: A Benchmark Study about Implementing Diversity Management

Diversity Management in Multinational Companies in Germany: A Benchmark Study about Implementing Diversity Management

Implementation of Diversity Management in Jordan and its Relationship with Organizational Justice

Implementation of Diversity Management in Jordan and its Relationship with Organizational Justice

Diversity-focused HR practices and perceived firm performance: mediating role of procedural justice

PurposeThe purpose of this paper is to investigate the relationship between diversity management (i.e. diversity-focused human resource (HR) practices related to recruitment and selection, training and development, performance appraisal and compensation) and perceived firm performance, and the mediating effect of procedural justice.Design/methodology/approachPrimary data based on 400 respondents of 162 organizations operating in India were analysed using statistical tools such as factor analysis, analysis of variance (ANOVA) and multiple regression analysis.FindingsMultiple regression analysis indicated that diversity-focused HR practices had a positive association with perceived firm performance. Further, it was found that procedural justice played a partially mediating in the relationship between diversity-focused HR practices and perceived firm performance.Research limitations/implicationsThis paper relied on self-report surveys for data collection, and there laid a possibility of common method variance in the result findings. Hence, future studies should collect data from multiple sources by using multiple methods (e.g. interviews, surveys, peer reports, etc.).Practical implicationsThe first implication highlights that senior management’s support is a prerequisite to execute justice-based diversity management processes, which in turn aid in harvesting the true potentials of diversity. Second, organizations should adopt an egalitarian approach while formulating and implementing diversity management initiatives to accentuate the fair and just perceptibility of procedures among employees.Originality/valueThis study sheds new light on the effects of diversity-focused HR practices on firm performance (perceived) in Indian context.

Walking the Talk on Diversity: CEO Beliefs, Moral Values, and the Implementation of Workplace Diversity Practices

Although CEO commitment is recognized as being crucial to organizational diversity efforts, we know little about how CEOs signal their priorities and mobilize key organizational actors to implement diversity management. We tested an integrative model in which CEO beliefs about diversity were theorized to predict the implementation of organizational diversity practices through two consecutive mediating steps—via greater CEO engagement in pro-diversity behavior, and in turn, higher perceived CEO commitment by their HR manager. In this model, we also proposed a moderating effect such that when CEOs have less positive beliefs about diversity, CEOs espousing higher moral values will display greater pro-diversity behavior. Results supported the proposed model. Taken together, our findings indicate that a CEO’s words and actions alone are not sufficient for the implementation of diversity management practices. HR managers must view their CEOs as being committed to workplace diversity in order for diversity management practices to be implemented.