Workforce Diversity Management Research Articles

Strategic Management of Workforce Diversity: An Evolutionary Game Theory Approach as a Foundation for AI-Driven Systems

In the complex organisational landscape, managing workforce diversity effectively has become crucial due to rapid technological advancements and shifting societal values. This study explores strategic workforce management through the novel methodological framework consisting of the evolutionary game theory concept integrated with replicator dynamics and traditional game theory, addressing a notable gap in the literature and suggesting an evolutionarily stable workforce structure. Key findings indicate that targeted rewards for the most Enthusiastic employee type can reduce overall costs and enhance workforce efficiency, although managing a diverse team remains complex. The study reveals that while short-term incentives boost immediate productivity, long-term rewards facilitate favourable behavioural changes, which are crucial for sustaining organisational performance. Additionally, the role of artificial intelligence (AI) is highlighted, emphasising its potential to integrate with these theoretical models, thereby enhancing decision-making processes. The study underscores the importance of strategic leadership in navigating these dynamics, suggesting that leaders must tailor their approaches to balance short-term incentives and long-term rewards to maintain an optimal workforce structure.

The effect of workforce diversity management on organizational performance in the case of higher educational institutions in Ethiopia: Does leadership style play a moderating role?

The effect of workforce diversity management on organizational performance in the case of higher educational institutions in Ethiopia: Does leadership style play a moderating role?

DIVERSITY AND INCLUSION TOWARDS ORGANISATIONAL COMPETITIVENESS

Diversity and inclusion in the workforce are thought to benefit organizations because they increase the breadth of perspectives and areas of expertise. The aim of this research is to consolidate the diverse literature on workforce diversity and inclusion and to provide insights into potential future directions for workforce diversity management research. The review of workforce diversity and inclusion in the paper makes use of secondary data that was collected. The evaluation made it quite evident what the modern period means for diversity and inclusion in the workforce. The review's conclusions indicate that a substantial amount of study has been done on diversity and its effects. Further Since inclusion is a relatively new area of study, more research is required to fully understand its consequences. This study looks at how well literature reviews work to expand on what is already known about a particular topic and help researchers come up with ideas for new research directions. Originality/value: This study offers a theoretical framework for managing important diversity and building diverse companies. Quantitative data was collected using the non probability, self administated questionnaire that consisted of influencing factors are identified and also using parametric test (ANOVA, correlation) and non parametric test (U test, correlation,Run test) analysis tools suitable interpretation was found it make positive change. Key words: Diversity and inclusion, dimension, environmental challenges, strategies adoption, inclusive practices, engagement.

Building Bridges of Inclusion: Trust, Job Engagement, Match, And Commitment in Workforce Diversity Management

Building Bridges of Inclusion: Trust, Job Engagement, Match, And Commitment in Workforce Diversity Management

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.

Analyzing Employee Performance through Workforce Diversity Management: Role of Workforce Diversity Characteristics

The present study explores how diversity management impact employee performance behaviors and identified the mediating role of gender, religion, education and age diversity between the relationship of diversity management and employee performance. To carry out this research, cross sectional design was employed. Data was collected with simple random sampling technique from 350 employees working in diverse cultures in textile organizations of Pakistan. Quantitative data was analyzed on SMARTPLS software by employing structural equation modeling technique. The results of the present study indicate that workforce diversity management has significant direct relation with employee performance and various diversity characteristics mediate this relation. It helps to understand the diverse culture and provide guidelines for management of workforce diversity. Limitations and future recommendations are discussed.

Effect of Workforce Diversity Management on Employee Performance in Educational Institutions

Effect of Workforce Diversity Management on Employee Performance in Educational Institutions

The Effect of Workforce Diversity Management on Organizational Performance: The Case of Four Universities in Ethiopia

The objective of this study was to explore the degree of association between workforce diversity dimensions and academic performance of four universities in Ethiopia. The diversity management attributes assessed were diversity Climate, values and organizational justice; and identity, schemas and communication with adaptation to the contexts of the higher education institutions in Ethiopia. The Full account of these diversity management dimensions is presented in detail in the methodology section of this paper. The sample universities were selected purposively, and stratified and systematic sampling techniques were further used to identify respondents. The number of respondents that took part in the study was 386. Quantitative and qualitative data were collected to test the various study hypotheses. Descriptive statistics and simple correlation analyses were used to analyze the data. The demographic features of the staff working in the four case study universities was found to be diverse with regard to gender, marital status, age and religion. The agreement level of the staff with regard to the prevalence of diversity management dimension in their university was found to above the ideal average. The mean values of the Likert scale response ranged from 3.72 (with standard deviation of 0.98) for ‘organizational justice’ to 4.12 (with standard deviation of 0.74) for diversity management dimension designated as ‘values.’ Results from Pearson correlation analysis revealed that there are statistically significant positive correlations between the dimensions of workforce diversity and organizational performance. This implies that organizational performance of higher education institutions can be significantly and positively influenced by extant diversity. The practical implication of this is that attention needs to be given to the fair distribution of resources to the teaching staff working in these universities in the future. The freedom to express one’s own identity in the university workforce landscape was also observed to be limited in the universities studied and this has to be also improved. A democratic work environment is critical for the productivity of the staff to be enhanced and an effort has to be towards the goal of creating such an environment. The relationship between diversity management attributes (diversity climate, organizational justice, identity, values, schemas and communication) and overall academic performance was also determined, and the result indicated that there is statistically significant (P<0.00) positive correlations between workforce diversity and academic performance.

MANAGING WORKFORCE DIVERSITY AND THE QUEST FOR ETHICAL LEADERSHIP

This study proposes a framework for analyzing and understanding the relationship between ethical leadership and the management of workforce diversity. Using meta-synthesis as a methodological approach, the study examines the current research stream in workforce and workplace diversity. Second, the concept of ethical leadership is examined, including the conditions for its applicability and possibility in creating leader-follower relationship. It is argued here that our understanding of diversity and all of its ramifications are products of our ethical and cultural conditioning. A review of the ontological nature of ethical leadership indicates how organizational leaders function as role models and how members of the organization identify themselves with the organization ideal as embodied in the leader’s ideal. Further, we explain how the actions of organizational leaders as parental figures and role models are capable of altering followers’ perception of their individualities and their realities. We argue that organizational leaders can and should use their power of influence (as role models) to make their followers recognize the inherent advantages and challenges of a diverse workforce and workplace. We point out that the inability of our leaders to manage the diversity in our society and institutions poses a serious threat to the nation’s security. On this basis, we suggest that ethical leadership seems to be an appropriate form of leadership behavior for managing a diverse workforce capable of achieving the goals of an organization. Finally, five ethical leadership approaches for creating and sustaining effective management of workforce diversity are suggested.
 Keywords: Workforce Diversity, Ethical Leadership, Ethical Climate, Cultural Orientations.

Inhibiters of Positive Interpersonal Relationships among Teachers

This study examines inhibiters of positive interpersonal relationships among senior high school teachers in the Tamale Education Metropolis. The study made used of qualitative research methodology, as such, case study design was adopted. Purposive sampling technique was used to select fifteen (15) teachers and five (5) secondary school head teachers. An interview schedule with open-ended questions was developed to conduct face-to-face in-depth individual interviews. Data collected through pen-and-paper personal interviews were analysed using deductive thematic analytical method. Findings were that tribal differences, religious diversity, superiority complex, gender differences, political ideologies, gossiping and backbiting, poor leadership styles and student-teacher intimate relations were some of the inhibiters of positive interpersonal relationships among teachers in the secondary schools of the Tamale Education Metropolis. Recommendations made were that senior high schools heads should work with the Regional Metropolitan Education and the Ghana Education Service to organize workforce diversity management training to educate all teachers and school managers on the need to embrace all the differences that exist among them and to also confront their own ethnic, cultural, political and gender stereotypes. School heads should foster in teachers a school culture that is characterised by positive teacher-teacher interpersonal relations and to appeal to all teachers who practice superiority complex to desist from such an act as it inhibits good teacher-teacher relations. School heads in their official meetings should sincerely talk to teachers to do away with all forms of gossips and backbiting. Heads of senior high schools should work with the Regional Metropolitan Education and the Ghana Education Service to organize workshop on the Code of Conduct for all teachers. In the same workshop, the need for teachers to desist from teacher-student intimate relations should be emphasised and the kind of relationship that should exist between teachers and students should also be highlighted.

Pengaruh Manajemen Keragaman Tenaga Kerja dan Employee Engagement terhadap Turnover Intention pada Karyawan PT Hindoli

This study aims to determine and analyze the effect of workforce diversity management and employee engagement on turnover intention at PT. Hindoli. The study uses quantitative data type by using questionnaires. The sampling in this study uses the nonprobability sampling with a sample of 178 respondents. The analysis technique used is Structural Equation Model (SEM). The results showed that workforce diversity management had a negative and significant effect on turnover intention, employee engagement had a negative and significant effect on turnover intention, and employee engagement had a more dominant effect on turnover intention.

Role of Leadership for Diversity Management and Organizational Performance: Moderation Model of Diversity and Functional Leadership Dimensions in Pakistan

Purpose: The most important objective of this study is to investigate the associations of diversity management practices (DMP) and organizational performance with moderating role of functional leadership dimensions in Pakistan. Methodology: DMPs have been assessed employing EPDMP scale and functional leadership dimensions were measured with scale developed by Santos et al., 2015 on a total sample size of 499 employees serving in HEI in Pakistan. The data was collected from employees of higher education sector institutions. The PLS-SEM technique was applied for effective data analysis.Findings: Results of the study reveal that greater diversity may not necessarily generate inclusive environment-certain diversity inclusive functional leadership dimensions and are essential to encourage diversity workplace environment where personnel think respected and valued. Results also indicate that diversity-inclusive functional leadership dimensions regulate the association among workforce diversity management and the organizational performance. Conclusions: The Study concluded that the diversity management has significant direct and positive impact on the organizational performance. Therefore, leaders who creates plans, ideas and make policies especially those who carried out a business and governments institutions need to formulate such HR statutes, regulations, rules, policies, and practices that promote heterogeneous personnel in organizations and bid equal opportunities to all personnel unrestricted by their individual employee’s characteristics such as race, gender, ethnicity, religion, etc, Practical implications: The results are very supportive for HR directors for the effective workforce diversity management to boost the organizational performance. Originality/value: The study describes the relationship of the diversity management and organizational performance with the moderating role of diversity inclusive functional leadership dimensions.

Cross-Cultural Communication, Diversity Management, and Competitive Advantage Among Multi-National Corporations: Evidence in Nigeria

Cross-cultural communication and workforce diversity management have become issues of concern that requires urgent attention especially for corporations that want to succeed in the global market. This study investigated the influence of cross-cultural communication and diversity management on competitive advantages of MNCs in Nigeria. The study used a quantitative research method with a cross-sectional design. Primary data was collected from 247 selected respondents of the 68 multinational corporations that are listed in the Nigerian Stock Exchange (NSE) using a structured questionnaire. The respondents were selected using a simple random sampling technique. The collected data was analyzed using the descriptive and regression analysis. The descriptive analysis was used to describe the respondents of the study, while regression analysis was used to explain the hypotheses on the effect of cross-cultural communication and diversity management on competitive advantages of MNCs in Nigeria. The hypotheses between cross cultural communication and competitive advantage; and workforce diversity management and competitive advantage were examined and the result revealed a significant positive influence of cross-cultural communication and diversity management on competitive advantage. The study concludes that the cross-cultural communication and diversity management are critical to achieving competitive advantage in MNCs. Therefore, MNCs should give priorities to cross-cultural communications and diversity management as tools used to improve the interpersonal relations among expatriates and local workforce in a multifaceted and diverse culture environment to enhance competitive advantage and success of MNCs in the host countries.

Impact of diversity management on innovative work behavior: mediating role of human resource management and affective commitment

PurposeThis paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC).Design/methodology/approachData were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling.FindingsFindings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB.Research limitations/implicationsA cross-sectional single source dataset is used to evaluate the hypothesized model.Originality/valueGrounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies.

Effect of Workforce Diversity on Employee Performance in Domestic Systemically Important Banks (DSIBs) in Nigeria

The increase in diversity among employees has prompted organizations to begin to craft their human resource strategy towards better diversity management which in turn will lead to greater employee performance. This research seeks to investigate the effect of workforce diversity (age, gender and experience) on employee performance (employee engagement and employee satisfaction) in the five (5) Domestic Systemically Important Banks (DSIBs) in Nigeria. The study adopted survey research design as its methodology. Data was collected from 1881 employees in the 5 DSIBs from the six (6) geo-political zones in Nigeria using questionnaires. Regression analysis and Structural Equation Modelling (SEM) – Maximum Likelihood was used for data analysis. The results showed a significant positive relationship between workforce diversity (age, gender and experience) and employee performance. The findings of this study will give guidelines on the management of workforce diversity in the Banking and financial sector towards improved employee performance. This study examines the effect of workforce diversity on employee performance in DSIBs in Nigeria which is a gap that the study sought to fill.

Happiness at work, organization citizenship behaviour and workplace diversity: a study on Indian private sector bank employees

PurposeThe purpose of this paper is to investigate the relationship between employee happiness at work and organizational citizenship behaviour in Indian private sector banks. In this study, happiness at work is represented by three constructs: job satisfaction, affective commitment and work engagement. The study also investigates whether employees’ perception of diversity management practices mediates the relationship between happiness at work and organizational citizenship behaviour.Design/methodology/approachA total of 498 responses from employees of three major private sector banks in the Delhi-NCR region were analysed to investigate relationships between dependent, independent and mediating variables by using structural equation modelling.FindingsHappiness at work has a significant positive impact on organizational citizenship behaviour, and employees’ perception of diversity management plays a strong mediating role between the relationship of happiness at work and organizational citizenship behaviour.Practical implicationsHappiness at work and perception of diversity management have a significant influence on organizational citizenship behaviour of banking employees. Private sector banks in India need to make strategies for workplace happiness and diversity management so that the employees work as citizens of the bank and willingly take responsibility for extra-role behaviour along with their assigned roles.Originality/valueThe findings of this paper reveal that although employees may experience happiness at work represented by job satisfaction, affective commitment and work engagement, their happiness is less likely to be reflected in their organizational citizenship behaviour until they have a positive perception of the workforce diversity management practices. To the best of the authors’ knowledge, this study is unique in terms of its emphasis on the mediating role of diversity management on employees’ happiness and organizational citizenship behaviour in Indian private sector banks.

Implementation and Management of Workforce Diversity in the Indian Context: Employer and Employee Perspectives

This study focuses on the issue of worlrforce diversity among organizations in India. It analyses the current perspectives, of employees and employers, regarding the need, enforcement, and management of diversity in their respective organizations. The paper tries to cover different employment contexts by studying a Public Sector Unit, an Indian MNC, and a Business Process Outsourcing (BPO) organization. The study investigates the seriousness of implementation of Diversity with respect to the seriousness of the perception of the need for Diversity. The study attempts to uncover the purpose of worlrforce diversity, and seeks the answer whether diversity is being implemented by organizations only to pacify the sensibilities of a progressive society or to increase the productivity ofthe Organization.

Value Creation Through Appreciation? An Exploration of the Perception of Diversity Management in a Transnational Aviation Group

In view of certain sociocultural and economic meta-processes, workforce diversity or diversity management become an increasingly important entrepreneurial success factor. Yet, the scholarly examination of diversity in the tourism and hospitality sector is still in its infancy, a fact that applies to qualitative studies in particular. This article addresses the perception of diversity and diversity management within one of the world's leading aviation corporations, the Lufthansa Group. Following the methodological principles of qualitative social research, this study reports the results of a survey of Lufthansa flight attendants, a stakeholder group that interacts like no other in the area of overlap between the corporation and its customers. Specifically, the survey focuses on Lufthansa's diversity strategy—based on the principle of "value creation through appreciation" —and how it is perceived by representatives of the cabin crew, in an attempt to identify potential conflicts and prejudices that may arise in the face of employee heterogeneity.

Managing Diversity in the Chinese Organizational Context: The Impact of Workforce Diversity Management on Employee Job Performance.

The purpose of this study is to investigate the impact of workforce diversity management on employee job performance in the Chinese organizational context, considering the mediating effect of person-job match and employee commitment and the moderating effect of structural empowerment. Data were collected from 400 telecommunication sector employees in China. All hypotheses were tested through structural equation modeling (SEM). The findings of the study illustrated that workforce diversity management has a positive and significant impact on employee job performance. Furthermore, the results indicated that person-job match and employee commitment partially mediate the relationship between workforce diversity management and employee job performance. Moreover, structural empowerment directly affects employee job performance, whereas a moderating effect is also found in the relationship between workforce diversity management and employee job performance. Finally, implications and limitations are discussed.

Knowledge Diversity and Employee Outcomes

This research investigates the impact of perceived knowledge diversity (PKD) on job outcomes such as job satisfaction (JS) and job performance (JP). Next, this study also explores the moderating role of workforce diversity management (WFDM) on the relationship between PKD and employee job outcomes (EJO). SPSS and AMOS-SEM are used to analyze the data. The findings show that PKD is positively related to JS and negatively associated with JP. WFDM moderates the relationship between PKD and EJO (JS and JP). There are many studies related to diversity and its management, but most of the studies are from an American perspective that deals with diversity related to age, gender, race, ethnicity, etc. (surface-level diversity). The study in diversity in knowledge, value, personality, belief, etc. (deep-level diversity) is scanned in the literature. This study aims to address this void, particularly investigating knowledge diversity in research by establishing how WFDM moderates the relationship between PKD and employee outcomes.