Examining the Role of Employee Diversity Management and Employee Involvement Variation on Organizational Innovation : A Study from Pakistan (original) (raw)
Related papers
Cogent Business & Management
The current study attempted to determine if workforce diversity (inherent or acquired) and its inclusion practices (implementing fairness, belongingness, uniqueness, and diverse workplace climate) contribute to the innovativeness of the organizational climate. It also considered whether organizational characteristics (i.e., type, size, and industry) encourage or moderate innovation in work settings. The self-administered survey was adopted to collect responses from the employees working in different types and sizes of the organizations across the industries in the United Arab Emirates. The responses from five hundred and eleven (511) participants were analyzed using partial least square structural equation modeling (PLS-SEM). The formative and reflective measurement models and structural paths were estimated for quality checks and hypotheses testing, respectively, using Smart PLS-3. The findings confirmed that diversity and inclusion practices in the workplace significantly contribute to its innovative climate. The f 2 effect size demonstrated a stronger impact of organizational inclusion practices compared to its diversity in engaging innovation and change at the workplace. Moreover, large size organizations were more engaged in innovative activities compared to small size firms. The
Cogent Business & Management, 2021
The current study attempted to determine if workforce diversity (inherent or acquired) and its inclusion practices (implementing fairness, belongingness, uniqueness, and diverse workplace climate) contribute to the innovativeness of the organizational climate. It also considered whether organizational characteristics (i.e., type, size, and industry) encourage or moderate innovation in work settings. The self-administered survey was adopted to collect responses from the employees working in different types and sizes of the organizations across the industries in the United Arab Emirates. The responses from five hundred and eleven (511) participants were analyzed using partial least square structural equation modeling (PLS-SEM). The formative and reflective measurement models and structural paths were estimated for quality checks and hypotheses testing, respectively, using Smart PLS-3. The findings confirmed that diversity and inclusion practices in the workplace significantly contribute to its innovative climate. The f 2 effect size demonstrated a stronger impact of organizational inclusion practices compared to its diversity in engaging innovation and change at the workplace. Moreover, large size organizations were more engaged in innovative activities compared to small size firms. The
A Study on Effect of Employee Diversity on Organizational Performance
International Journal of Professional Business Review
Purpose: The purpose of this study is to investigate the effect of employee diversity on organizational performance. Theoretical framework: The study is based on the diversity-performance relationship theory, which suggests that a diverse workforce can lead to improved organizational performance. Design/methodology/approach: The study employs a quantitative research design and utilizes survey data collected from employees and managers in multiple organizations. The data is analyzed using statistical methods to examine the relationship between employee diversity and organizational performance. Findings: The findings indicate that organizations with a diverse workforce tend to have higher levels of organizational performance, as measured by factors such as productivity, innovation, and employee satisfaction. Research, practical and social implications: The study has important implications for organizations, as it suggests that actively promoting diversity can lead to improved ...
Iranian Journal of Management Studies, 2020
This article aims to analyze direct and indirect impact of diversity management on innovative behavior through employee engagement and affective commitment. The sample used in this study comes from a survey of 225 respondents who are employees of one of the prestigious Mashhad universities. The data was gathered using a questionnaire and analyzed by structural equation modeling with Warp PLS 5. This research verified the direct effect of diversity management on employee innovative behavior. Moreover, results show diversity management predicts employees’ affective commitment and employee engagement. The impact of affective commitment and employee engagement on employees’ innovative behavior was also confirmed. The results show that diversity management, affective commitment, and employee engagement predict each phase of idea generation, idea promotion, and idea implementation. Based on this study, we recommend that human resource practices should institutionalize effective diversity ...
European Online Journal of Natural and Social Sciences, 2021
The composition of an organization's human resources is important in that it is closely associated with the achievement of its goals. This study sought to find out the impact of workforce diversity on improving organizational innovation with reference to the telecommunication industry. The study employed descriptive research design used quantitative approach. A survey was personally administrated to a sample of employees (n═248) at head office level. The finding of this study showed that gender, age and education background are positively linked with organization organizational innovation by high level of significance. Thus, the workforce diversity dimensions were considered as major determinant factors that affects organizational innovation. The implication is that ethio telecom has excellent age, gender and educational diversity composition and it needs to be managed properly to get the full advantage of the diversity. Additionally, the company needs to avail different skill maximization trainings to increase existing innovation capacity of the employees. Finally, based on the findings, the researchers forwarded recommendation and future research directions.
Diversity Management and Organizational Performance in Pakistan
Reviews of Management Sciences, 2023
The main purpose of research is to examine the relationships between diversity management and organizational performance along with the fostering role of leadership dimensions. Methodology: Diversity management practices have been measured using the EPDMP scale on a sample of 514 employees from organizations across Pakistan and data were collected from employees of universities. The PLS-SEM was used as the main technique for data analysis. Findings: Results show that higher workforce diversity does not automatically produce inclusive climate-specific diversity inclusive leadership dimensions are required to support diversity environment where employees feel valued and appreciated. Further, the results confirm that the diversity-inclusive leadership dimensions moderate the relationship between diversity management and organizational performance. Conclusions: The study concluded that diversity management has a positive and significant direct impact on organizational performance. Therefore, policymakers need to devise human resource statutes, rules, regulations, policies, and practices that promote a heterogeneous workforce in organizations and offer equal opportunities to all employees unrestricted by individual employee identities such as gender, race, ethnicity, education, religion, function, and abilities. Practical implications: The findings are very helpful for HR managers for effective diversity management to enhance their organizational performance. Originality/value: The study explains the association of diversity management practices and organizational performance and moderating role of diversity leadership dimensions.
How to improve firm performance through employee diversity and organisational culture
Purpose – Our study examines the influence that employee diversity has on human resource management (HRM) practices and organisational performance, considering the moderating role of organisational culture, in particular, cultural dimensions such as individualism–collectivism and hierarchical distance. Design/methodology/approach – Through an empirical investigation of 102 Spanish firms using partial least squares-structural equation modelling (PLS-SEM), we evaluated our hypotheses. Findings – Our results show a positive correlation between employee diversity and HRM practices where such practices encourage employee commitment rather than control. Thus, we identified a non-linear relationship between HRM practices and organisational performance. Originality/value – The study considers the role played by environmental and contextual factors, such as organisational culture. The configuring of HR practices may help to reduce the possible costs derived from a diverse staff and improve their skills in favour of better organisational performance.
Journal of Management Development
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 fi...
2023
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.
Organizational and Demographic Level Diversity Practices and Employees Performance
2021
Purpose – The study's primary objective was to investigate the relationship between organizational level diversity practices, demographic level diversity practices, and employees` performance at selected higher educational institutions in Kabul, Afghanistan. Findings – The findings support a positive relationship between variables; furthermore, the study revealed high contributive implications in both academic and non – academic arena. Moreover, the research suggests, diversity management practices must be considered critical as they can contribute to employees` performance. Sampling – For the current study, four major universities were selected. A total of 100 questionnaires were distributed, respondents were asked to mention their demographic characteristics, and answered the questions from (1) strongly disagree to (5) agree. Analysis – The current study used SPSS 24.0 version for data analysis collected from the respondents; some necessary regression tests were implemented fo...