The Impact of Workforce Diversity on Employee Performance in UK Restaurants

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ABSTRACT
This research has the research aim of analysing the impact of workforce diversity and
employee performance in restaurants in the UK. There are three objectives o this
research. The first objective is to deepen the knowledge about workforce diversity,
employee performance and the impact of workforce diversity and employee
performance in organizations. The second objective is to analyse the correlation
between workforce diversity and employee performance in restaurants in the UK
through four factors including ethnicity diversity, gender diversity, age diversity, and
educational level diversity. The final objective is to propose recommendations for
managers to manage their employees’ diversity well to enhance employees’ work
performance in the future.
This study has applied philosophical stance - positivism, study approach - deduction,
study strategy - survey, research method - quantitative method, and methods of data
collection (questionnaires, convenience sampling, and size of sampling – 200
employees of restaurants in the UK). This has used methods of data analysis (analysis of
description, test of reliability, and analysis of regression) to analyse primary data of this
study.
The research results of this study indicate that work performance of employees in
restaurants in the UK is not impacted by ethnicity diversity and gender diversity.
However, there is a positive correlation between age diversity and work performance
of employees in restaurants in the UK and there is a positive correlation between
educational level diversity and work performance of employees in restaurants in the
UK.

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TABLE OF CONTENTS
Abstract..................................................................................................................................i
Table of contents ..................................................................................................................ii
Chapter 1: Introduction.........................................................................................................1
1.1 Research background......................................................................................................1
1.2 Research rationales.........................................................................................................2
1.3 Research aims and objectives.........................................................................................3
1.4 Research structure ..........................................................................................................4
Chapter 2: Literature review.................................................................................................5
2.1 Chapter introduction.......................................................................................................5
2.2 Understanding of workforce diversity and employee performance ..............................5
2.2.1 Understanding of workfore diversity...........................................................................5
2.2.2 Understanding of employee performance ..................................................................6
2.3 The relationship between workforce diversity and employee performance.................7
2.3.1 The relationship between ethnicity diversity and employee performance ................7
2.3.2 The relationship between gender diversity and employee performance...................8
2.3.3 The relationship between age diversity and employee performance.......................10
2.3.4 The relationship between educational level diversity and work performance.........12
2.4 Chapter conclusion........................................................................................................14
Chapter 3: Reserch methodology .......................................................................................16
3.1 Chapter introduction.....................................................................................................16
3.2 Study philosophy...........................................................................................................16
3.3 Research approach........................................................................................................16
3.4 Research strategy..........................................................................................................17
3.5 Reserch method ............................................................................................................17
3.6 Data collection method.................................................................................................18

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3.6.1 Tool of data collection................................................................................................18
3.6.2 Sampling approach and size.......................................................................................19
3.7 Method of data analysis................................................................................................20
3.8 Research ethics .............................................................................................................20
3.9 Limitations of the used methodology...........................................................................20
3.10 Chapter conclusion......................................................................................................21
Chapter 4: Analysis and discussion of research findings ....................................................22
4.2 Description of demographics staff participating in the survey of this study................22
4.3 Examination f the reliability degree of factors .............................................................23
4.4 The correlation between workforce diversity and staff performance .........................24
Chapter 5: Conclusions and recommendations..................................................................34
5.2 Study conclusions..........................................................................................................34
5.3 Research limitations and suggestions for future projects ............................................35
5.4 Recommendations ........................................................................................................36
Reference ............................................................................................................................38
Appendix 1: Questionnaire ................................................................................................44
Appendix 2: Data results.....................................................................................................51

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CHAPTER ONE
INTRODUCTION
1.1 Research background
The workforce diversity has been a reality in companies today and it becomes necessary
for companies to focus on managing ethnicity diversity to utilize its benefits in terms of
enhancement of work performance of employees and business efficiency of
organizations. However, it is not easy for companies to manage the workforce diversity
and failure to manage the workforce diversity leads to difficulties for companies in
terms of violation of discrimination of gender, discrimination of ethnicity, and
discrimination of race, ineffective communication in the place of work due to different
customs and different cultures of employees and low work productivity (Werner and
DeSimone, 2006).
This study’s scope is to focus on the restaurant industry in the United Kingdom (the UK).
The UK hospitality industry in general and the UK restaurant industry in particular have
substantial contributions to the development of the UK economy. In detail, the UK
hospitality industry including the UK restaurant industry had a substantial contribution
of over GBP 55 billion to the Gross Domestic Product (GDP) of the country and hired
nearly 3 million people, accounting for 9% of the whole employment of the UK. In this
case, the sustainability of the UK hospitality industry in general and the UK restaurant
industry in particular will enhance the economic development of the country. In recent
years, the completion level between restaurants in the UK more and more increase and
the number of visitors to the UK increase and then UK restaurants with employees with
high work performance will enhance the business success (Oxford Economics, 2015).
One of the ways to enhance work performance of employees that UK restaurants can
use is the management of the diversity of the employees (Armstrong, 2003).

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1.2 Research rationales
There are three main rationales for promoting to conduct this study as follows:
Firstly, managing the diversity of employees in the work place has been the concern of
each company in the current changing business environment. To survive, a firm needs to
manage and utilize its employees’ diversity effectively. Managing the diversity of
employees should be a part of organizational culture (Armstrong, 2003). Diversity
management practices increase effectiveness, productivity and sustainable
competitiveness of companies. Companies enhance and achieve a diverse workplace
will retain talented employees and enhance customer loyalty. By contrast, when
companies do not manage the diversity of employees, they will face challenges in terms
of low work performances of employees, and and job dissatisfaction (Cascio, 2006).
Therefore, it is necessary for this study focuses on investigating management of the
diversity of employees.
Secondly, the hospitality industry in the UK in general and the restaurant industry in the
UK has high contribution to the growth of economy of the nation. Additionally,
managing the diversity of employees in the restaurant industry in the UK is regarded as
the vital factors creating competitive advantages in terms of enhancement of work
performance of employees and business efficiency of organizations (Boella and Goss-
Turner, 2013). Thus, this study focusing on investigating the correlation between
workforce diversity and employee performance in the context of the UK restaurant
industry will help restaurants in the UK to manage their employees’ diversity well and
enhance their employees’ work performance.
Finally, there are few earlier researches that focus on investigating the correlation
between employee performance and workforce diversity in the context of UK restaurant
industry. Thus, this study will increase the literature about the field in the context of the
UK restaurant industry. Then, this study can be useful reference source for other studies
to conduct their studies in the study scope in relation to UK restaurants.

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Because of the three main reasons, this study will be “The impact of workforce diversity
and employee performance in restaurants in the UK”.
1.3 Research aim and objectives
employee performance in restaurants in the UK. With the research aim, this study has
three research objectives as follows:
- To deepen the knowledge about workforce diversity, employee performance and the
impact of workforce diversity and employee performance in organizations
- To analyse the correlation between workforce diversity and employee performance in
restaurants in the UK through four factors including ethnicity diversity, gender diversity,
age diversity, and educational level diversity
- To propose recommendations for managers to manage their employees’ diversity well
to enhance employees’ work performance in the future.
In terms of research questions, this study has three ones as follows:
- What are main theories about workforce diversity, employee performance and the
impact of workforce diversity and employee performance in organizations?
- How employee performance in restaurants in the UK is impacted by four factors of
workforce diversity including ethnicity diversity, gender diversity, age diversity, and
educational level diversity?
- What are recommendations for managers to manage their employees’ diversity well to
enhance their employees’ work performance in the future?

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1.4 Research structure
This study consists of five chapters as follows:
Chapter 1 – Introduction describes brief introduction to this study and a clear statement
of the key objectives of this study. Additionally, this chapter indicates why this study
needs to be undertaken and what basic structure of this study is.
Chapter 2 – Literature review focuses on analysing main literature in terms of the
concept of workforce diversity, the concept of staff performance, and the correlation
between workforce diversity and staff performance. The correlation between workforce
diversity and staff performance is indicated through four aspects, mainly ethnicity,
gender, age, and educational level. After analysing the literature, hypotheses the
correlation between staff performance and workforce diversity are proposed and the
study model of the project is indicated in the chapter.
Chapter 3 – Research methodology indicates a clear statement of methods used to
gather primary data. In particular, this chapter presents study philosophical stance,
study approach, study strategy, research method, and methods of data collection. This
chapter also indicates methods of data analysis, study ethics and limitations of the used
methodology affecting the results of the research.
Chapter 4 – Analysis and discussion of research findings investigates the correlation
between workforce diversity and staff performance in restaurants in the UK.
Additionally, this chapter discusses the research findings with earlier studies to compare
and contrast similarities and differences between them.
Chapter 5 – Conclusions and recommendations is useful to summarize all findings from
the project. This chapter also indicates study limitations. Additionally, this chapter
proposes recommendations for managers to manage their employees’ diversity well to
enhance their employees’ work performance in the future.

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CHAPTER TWO
LITERATURE REVIEW
2.1 Chapter introduction
With respect to the content of this chapter, it focuses on analysing main literature in
terms of the concept of workforce diversity, the concept of staff performance, and the
correlation between workforce diversity and staff performance. The correlation
between workforce diversity and staff performance is indicated through four aspects,
mainly ethnicity, gender, age, and educational level. After analysing the literature,
hypotheses the correlation between staff performance and workforce diversity are
proposed and the study model of the project is indicated in the chapter.
2.2 Understanding of workforce diversity and employee performance
2.2.1 Understanding of workforce diversity
With regard to workforce diversity, according to Adler (2005), workforce diversity is
defined as the differences about ethnicity, age, religion, race, gender, and educational
level. Many firms pride themselves on owning the workforce that has many different
characteristics because they can broaden their skill base and can become more
innovative and competitive. Indeed, Gupta (2013) indicate that workforce diversity
increase flexibility and creativity of organizations that are main competitive advantages
of the organizations. However, according to Werner and DeSimone (2006), workforce
diversity faces some challenges. First, companies can violate requirements about
discrimination of gender, discrimination of ethnicity, and discrimination of race. Second,
companies can face a challenge in relation to creating effective communication in the
place of work where have different customs and cultures of employees. Last,
employees’ work productivity will reduce if they realize that their organization does not
ensure the equality in salary level, promotion chances, rewards, work performance

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evaluation, and other aspects related to their work. Therefore, Jackson et al. (2003)
indicate that managers of organizations need to be have effective tools for management
of workforce diversity such as managers need to understand aspects and consequences
of discrimination, they need to respect differences between their employees and they
need to be willing change the company if necessary.
2.2.2 Understanding of employee performance
In terms of employee performance, it is defined as the level that the employee achieves
work objectives according to the requirement of his or her organization. In other words,
employee performance is considered as whether the employee undertakes his or her
job responsibilities and duties effectively like expectations of his or her company (Absar
et al., 2010). Many firms evaluate their staff’s performance according to quarter or year
to identify areas which need to have improvements and areas which need to give
compliments. The high performance of work will promote the success of business of the
company that employees are employed. Therefore, employee performance is
considered as a predictor of business effectiveness of organizations. In this case,
managers must first employ staff with the right qualifications and skills for jobs. When
the employing process is accomplished, managers must assure that their employees’
work is strongly aligned with business objectives of the company (Aswathappa, 2008).
To achieve the high staff performance, organizations conduct effective and equal staff
performance appraisal systems, undertake effective programs of training and
development and decide when to reassign and promote staff. If a company has
employees with high work performance, this means that it has efficient practices of
human resources management like providing the equal salary levels for its staff,
applying effective programs of development and training, providing the equal
promotion opportunities for its staff, applying right performance evaluation systems,
and having good management of workforce diversity (Hussain and Rehman, 2013).

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2.3 The relationship between workforce diversity and employee performance
There are many previous studies that recognize that ethnicity diversity, gender diversity,
age diversity and educational level diversity have significant effects on employee
performance. In other words, the correlation between workforce diversity and staff
performance is indicated through four aspects, mainly ethnicity, gender, age, and
educational level. In particular, Shore et al. (2009) recognize that diversity of age,
gender, and ethnicity has high impacts on staff performance. Munjuri (2012) indicates
that employee performance is significantly affected by the diversity of age, gender, and
level of education. Arokiasamy (2013) recognizes that there are significant relations
between employee performance and workforce diversity through four factors including
ethnicity, gender, age, and educational level. Therefore, this study focuses on examine
the correlation between employee performance and workforce diversity of restaurants
in the United Kingdom (the UK) through four factors including ethnicity, gender, age,
and educational level.
2.3.1 The relationship between ethnicity diversity and employee performance
Ethnicity diversity in the place of work plays a vital role in deciding the work
performance of employees. Indeed, Van and Bunderson (2005) and Shore et al. (2009)
describe that ethnicity diversity can enhance work innovation of employees if managers
of the employees know the way to manage the ethnicity diversity. By contrast, the
ethnicity diversity can lead to negative work performance of employees if there are
conflicts between employees with different ethnicity. According to Timmermans et al.
(2011), the high degree of ethnicity diversity increases staff’s work performance and
business performance if the ethnicity diversity is well controlled. The similar positive
effect of ethnicity diversity on work productivity of employees and innovativeness in
work are agreed by Arokiasamy (2013) and Gupta (2013) because the researchers
recognize that ethnicity diversity helps groups or teams have many different ideas about
aspects in relation to their work and then the best idea will be chosen.

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In fact, the growth of multiethnic workforce helps organizations learn many good
cultures and innovative ideas about the business strategy, the marketing strategy and
the competitive strategy. In addition, ethnically different viewpoints are very helpful for
handling problems in relation to jobs and then work performance of employees will be
enhanced. However, ethnicity diversity of employees within an organization can have a
negative effect on work employees if there is discrimination of ethnicity. For example,
managers of an organization have discrimination of ethnicity, especially minority groups
and then the members of the minority groups can dissatisfy with their job, and have a
lack of organizational commitment, and even lawsuits in relation to discrimination occur
(Watson et al., 2002). Therefore, it becomes necessary for companies to focus on
managing ethnicity diversity to utilize its benefits in terms of enhancement of work
performance of employees and business efficiency of organizations. In short, most
previous studies including Watson et al. (2002), Van and Bunderson (2005), Shore et al.
(2009), Timmermans et al. (2011), Arokiasamy (2013) and Gupta (2013) recognize that
ethnicity diversity has a positive impact on work performance of employees if managers
know the way to manage different ethnicity of their employees. Based on the above
analyses and evaluations of the previous studies about the correlation between
ethnicity diversity and work performance of employees, in order to examine the
correlation in the context of restaurants in the UK, a hypothesis is developed as follows:
H1: There is a positive correlation between ethnicity diversity and work performance
of employees in restaurants in the UK
2.3.2 The relationship between gender diversity and employee performance
Gender diversity has a closely correlation with work performance of employees and
business performance of organizations. This is proved by Frink et al. (2003) and Shore et
al. (2009). The researchers recognize that the moderate degree of diversity in gender
enhances competitive advantages of companies while the high degree of diversity in
gender leads to decreases in business performance. In fact, there are changes in relation

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to composition of gender of employees in the workplace. Women have increased in the
workforce in the last three decades. Career promotion for female employees cannot be
as quick as their male colleagues due to career breaks that start from family
responsibilities. Then, some companies offer flexible programs of work to help female
employees handle such challenge (Frink et al., 2003). According to Kochan et al. (2003),
offering equal work opportunities to women is very important to improve work
performance of the female employees in a company. Indeed, currently, the ability of
female employees is not lower than the ability of male employees. This is proved in
service industries. For example, the hospitality industry, female employees become vital
for organizations to enhance customer services, and the banking industry, female
employees are representative for banks to provide their customers with excellent
services. In addition, discrimination in terms of employing employees based on gender
has caused job dissatisfaction of employees and low work performance of employees
(Joshi and Jackson, 2003).
Kundu (2003) indicates that gender diversity has significant impacts on work
effectiveness of staff because innovative ideas of employees with different gender
enhance the work results. Indeed, in a work team, some job-related tasks need to
supports of female employees while some other job-related tasks need to supports of
male employees. For instance, tasks in relation to using technologies and conducting
customer surveys through internet technologies are suitable to male employees while
tasks in relation to customer communications are suitable to female employees.
Therefore, mutual supports between female employees and male employees in a work
team will enhance work performance of each employee and the work performance of
the whole work team. Arokiasamy (2013) also recognize that managers who have
effective management of gender diversity will enhance work performance of their
employees. Therefore, gender diversity has a strong correlation with work performance
of employees. However, when managers who have ineffective management of gender
diversity will decrease work performance of their employees because conflicts between

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employees with different gender. In fact, many managers do not create good conditions
for female employees to promote career and then they feel dissatisfied with their job.
The job dissatisfaction leads to decreases in work performance of female employees. In
short, most previous studies including Frink et al. (2003), Kochen et al. (2003), Joshi and
Jackson (2003), Kundu (2003), Shore et al. (2009) and Arokiasamy (2013) recognize that
gender diversity has a positive impact on work performance of employees if managers
know the way to manage different gender aspect of their employees. Based on the
above analyses and evaluations of the previous studies about the correlation between
gender diversity and work performance of employees, in order to examine the
correlation in the context of restaurants in the UK, a hypothesis is developed as follows:
H2: There is a positive correlation between gender diversity and work performance of
employees in restaurants in the UK
2.3.3 The relationship between age diversity and employee performance
Growing diversity in age has been a vital issue that many companies are much
interested and age diversity has a high impact work performance of staff (Kunze et al.,
2009). According to Gelner and Stephen (2009), age heterogeneity may cause a negative
impact on work productivity of employees because viewpoints of older employees are
very different viewpoints of younger employees. However, Brown (2008) indicates that
the high level of age diversity enhances work performance of employees. In particular,
younger employees can learn experience of older employees while older employees can
learn new knowledge of younger employees about modern technologies. Therefore, it is
useful for companies to have age diversity in their workforce to enhance work
performance of employees which leads to business efficiency. According to Kunze et al.
(2009), there are thought conflicts of employers in the recruitment of employees.
Employers want to employ younger employees who have fast ability to learn modern
technologies to enhance the capabilities to apply technologies in the work process.
However, the organizational commitment and loyalty of younger employees are lower

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than older employees. Therefore, it is difficult for employers to select the recruitment of
younger employees or the recruitment of older employees.
According to McGregor and Gray, L. (2002), age diversity in the workforce is very
beneficial for firms to enhance work performance of their employees. In particular,
older employees have much experience in term of business aspects while younger
employees are useful to adapt to changes in the workplace, use new technologies
effectively, good health, and have high return on training and development programs.
Therefore, mutual helps between the older employees and younger employees enhance
their work performance. Shore et al. (2009) also agree that age diversity has a high
effect on work effectiveness of employees. Indeed, in a work team, older employees are
people who provide value ideas about the direction and goals of work of the whole work
team and manage the conduction of members in the work team while younger
employees are people who share knowledge in relation to use of the new technologies
in the work process with older employees. The cooperation between younger
employees and older employees enhances the work performance of each employee and
the whole work team. In addition, Munjuri (2012) and Arokiasamy (2013) recognize that
it is wise for managers to arrange work groups that have both old employees and young
employees to enhance the work performance of each employee and the achievement of
team goals. Reasons for this are that it enhances the cooperation and solidarity
between old employees and young employees, that it enhances the ability of younger
employees to learn work experience from older employees, and that it promotes the
ability of older employees to adapt to changes in the place of work and new
technologies. In short, most previous studies including Davey and Cornwall (2003),
Davey (2006), Brown (2008), Kunze et al. (2009), FlorianKunze et al. (2009), Shore et al.
(2009), Munjuri (2012) and Arokiasamy (2013) recognize that age diversity has a positive
impact on work performance of employees if managers know the way to manage
different age aspect of their employees. Based on the above analyses and evaluations of
the previous studies about the correlation between age diversity and work performance

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of employees, in order to examine the correlation in the context of restaurants in the
UK, a hypothesis is developed as follows:
H3: There is a positive correlation between age diversity and work performance of
2.3.4 The relationship between educational level diversity and work performance
Staff cannot find out a job and cannot undertake the job well without suitable
background of education. In addition, employers commonly reject hiring employees
who have background of education that is evaluated to be unsuitable or inadequate.
Therefore, background of education is very vital to employees and has high effects on
work performance (Carrell et al., 2006). Daniel (2009) indicates that various types and
level of education have significant effects on work performance of employees. Indeed,
when employees with high education background, they have enough skills and
knowledge to undertake and accomplish their job according to expectations of their
company. By contrast, employees with low educational background often do not have
innovation in handling problems in relation to their job and then their work
performance is often low. When employees possess various degrees of education and
then this is a diversity aspect that needs to be well managed so that each employee has
a positive contribution to organizational efficiency despite their background of
education. According to Zeng et al. (2009), the majority of companies with the
educational level diversity in the place of work find it very difficult to deal with
challenges in relation to the educational level diversity and challenges in relation to the
development of a positive working environment which can affect the level of work
performance of employees and business effectiveness of the companies. Indeed, when
managers only focus on assigning jobs for employees with high background of
education, employees with low background of education feel that they are not
respected by their managers and then they become dissatisfied with their job and do
not try to conduct their job well and then these things create low work performance of

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employees. In addition, employees with high background of education who are assigned
too many tasks related to their job and then they do not have enough time and health
to accomplish their assigned tasks. These things lead to low work performance of
employees. Therefore, it is necessary for managers to assign tasks for their employees
suitably to ensure the high work performance of their employees.
According to Munjuri (2012), employee performance is significantly affected by the
diversity of level of education. In particular, in a work team, it is better for managers to
arrange members of a work team consisting of both employees with high background of
education and employees with low background of education. Reasons for this are that
employees with high educational level can support employees with low educational
level in their work process and that employees can share issues in relation to their job.
In addition, Arokiasamy (2013) and Hughes (2014) indicate that diversity in educational
level of employees in the place of work is very vital for managers to pay much attention
because there are many conflicts between employees who have high knowledge and
skills and employees who have low knowledge and skills. When managers have good
management of educational level diversity, they will increase work performance of their
employees. In short, most previous studies including Carrell et al. (2006), Zeng et al.
(2009), Daniel (2009), Munjuri (2012), Arokiasamy (2013) and Hughes (2014) recognize
that educational level diversity has a positive impact on work performance of
employees if managers know the way to manage educational level ethnicity of their
employees. Based on the above analyses and evaluations of the previous studies about
the correlation between educational level diversity and work performance of
employees, in order to examine the correlation in the context of restaurants in the UK, a
hypothesis is developed as follows:
H4: There is a positive correlation between educational level diversity and work
performance of employees in restaurants in the UK

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2.4 Chapter conclusion
The chapter has concentrated on analysing main literature in terms of the concept of
workforce diversity, the concept of staff performance, and the correlation between
workforce diversity and staff performance. The correlation between workforce diversity
and staff performance has been described through four aspects, mainly ethnicity,
gender, age, and educational level. After analysing the literature, the study model of the
project is indicated in figure 1 and hypotheses the correlation between staff
performance and workforce diversity has been proposed as follows:
H1: There is a positive correlation between ethnicity diversity and work performance of
H4: There is a positive correlation between educational level diversity and work
performance of employees in restaurants in the UK

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Figure 1: The study model of the project
Ethnicity diversity
Gender diversity
Employee
performance
Educational level diversity
H1 (+)
H3 (+)
H4 (+)
Age diversity
H2 (+)

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CHAPTER THREE
RESEARCH METHODOLOGY
The chapter indicates a clear statement of methods used to gather primary data. In
particular, this chapter presents study philosophical stance, study approach, study
strategy, research method, and methods of data collection. This chapter also indicates
methods of data analysis, study ethics and limitations of the used methodology affecting
the results of the research.
3.2 Study philosophy
Concerning about philosophical stance, positivism or interpretivism can be chosen by a
research. The positivism reflects the philosophical stance of explaining the study issues
through evidences and scientific points of view and often relates to investigation of
correlations between variables. However, the interpretivism refers to the philosophical
stance of explaining the study objects based on subjective ideas and often relates to
investigation of thoughts and attitudes of human beings (Biggam, 2008; Lapan et al.,
2012). This research pursues positivism philosophy because the stance of philosophy is
closely involved in emphasizing correlations between factors. In addition, research
findings of the positivism project are very valid to use in the practice thanks to
applications of scientific points of view in the data analysis process (Saunders et al.,
2009; Lindlof and Taylor, 2011).
3.3 Research approach
Concerning about approach of research, deduction or induction can be chosen by a
research. The deduction approach reflects the way that researchers investigate and
understand the current theories through proposing hypotheses about the theories in

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the particular cases. However, the induction approach reflects the way that researchers
create new theories through their investigation in the long term (Robson, 2002; Wrench
et al., 2012). This research uses the deduction method because this research
investigates and understands the current theories about the relationship between
employee performance and workforce diversity by proposing hypotheses about the
theories in the cases - restaurants in the UK. In addition, this research uses the
deduction approach to save the study time because the deduction project is
accomplished faster than the induction project (Biggam, 2008; Rubin et al., 2009). With
the restricted project time, this research uses the deduction approach to save the study
time.
3.4 Research strategy
For strategy of research, survey or case study can be used by a research. The survey
strategy is related to surveying participants that are representative of the target people.
Case study reflects the way that researchers focus on investigate a single case like a
firm, a country or a region (Saunders et al., 2009; Keyton, 2014). This research uses the
survey strategy because it surveys employees of restaurants in the UK that are
representative of the target population. This research uses the survey strategy because
it saves the time and expenses of collection data thanks to the ability to reach more
participants in the short time and the low expenses (Bryman and Bell, 2007; Berger,
2013). Additionally, this research uses the survey strategy because it is often associated
with the positivism and the deduction to create objective research findings (Biggam,
2008).
3.5 Study method
With regard to method of study, quantitative method or qualitative method can be
chosen by a research. The quantitative method reflects the way that researchers use
methods of quantitative data analyses to create numerical data and then use the
numerical data to explore study issues (Saunders et al., 2009; Neuman, 2014). However,

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the qualitative method reflects the way that researchers use methods of qualitative
data analyses to create non-numeric data and then use the non-numeric data to explore
study issues (Seidman, 2012; Leedy and Ormrod, 2012). With the positivism philosophy,
the quantitative method is used to ensure objective viewpoints in the process of
analysing data. Furthermore, the quantitative method is appropriate to gain
quantitative data to examine the relationship between employee performance and
workforce diversity in restaurants in the UK (Davidson, 2004; Biggam, 2008).
3.6 Data collection method
3.6.1 Tool of data collection
This research uses questionnaires to gain quantitative data because the questionnaires
will save expenses and time in the case of collecting data from employees of restaurants
in the UK through the questionnaires. Furthermore, the questionnaires help this
research collect uniform and value information from employees of restaurants in the UK
thanks to their feature of anonymity and collect more information from more
employees of restaurants in the UK (Cargan, 2007). The basic content of the
questionnaire has two sections, mainly (1) investigation of demographics of employees
of restaurants in the UK, and (2) investigation of the relationship between employee
performance and workforce diversity in restaurants in the UK (see table 1). The detailed
contents of the questionnaire are described in appendix 1.

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Table 1: The basic structure of the questionnaire
Question information Question quantity References Question type
Demographics of
surveyed restaurant staff
4 questions By the author of
this study
Closed-ended
question
Ethnicity diversity 8 questions Joseph and
Selvaraj (2015)
Five-point scale
questionGender diversity 7 questions
Age diversity 7 questions
Educational level
diversity
8 questions Elsaid (2012)
Employee performance 10 questions
Total 44 questions By the author of
this study,
Joseph and
Selvaraj (2015)
and Elsaid (2012)
Five-point scale
question and
closed-ended
question
3.6.2 Sampling approach and size
In terms of sampling approach, random sampling approach or non-random sampling
approach can be used by a research. This research uses non-random sampling approach,
especially convenience sampling because it save the time and expenses of the data
collection process. In addition, the convenience sampling can create good conditions for
this research to investigate participants according to its expectations (Barbour, 2008;
Merriam, 2009). In terms of the sampling size, this research collects the data from 200
employees of 5 restaurants in the UK. A main reason why this research chooses the
sampling size is that the questionnaire-based surveys should have the sampling size of
150-200 people (Hair et al., 1998). The 5 restaurants are Arabica Bar & Kitchen
Restaurant, Barnyard Restaurant, Beagle Restaurant, Bistro Union Restaurant, and Baltic
Restaurant. The 5 restaurants are chosen because it is convenient for the author of this

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study to reach. The author of this study collects data from 200 employees of the
restaurants by delivering questionnaires to the employees by hand and gathering the
questionnaires later.
3.7 Methods of data analysis
This research’s data analysis methods are analysis of description, test of reliability and
analysis of regression. Concerning the analysis of description, this research will describe
demographics of surveyed employees of restaurants in the UK. In terms of the test of
reliability, this research will evaluate the level of reliability of factors. For the analysis of
regression, this research will evaluate the relationship between employee performance
and workforce diversity in restaurants in the UK.
3.8 Study ethics
According to Yin (2013), when conducting a primary project, researchers have to be
much interested in study ethics including privacy of participants, their voluntariness,
their anonymity, their ability to withdraw from the data collection process, their clear
understandings about the research purposes, attitudes of researchers and effects of
study on the participants. For this research, the author is much interested in study
ethics. In detail, this research ensures that participants are voluntary, there are
anonymous, they can withdraw from the data collection process whenever they want,
and they are informed about the study purposes clearly.
3.9 Limitations of the used methodology
This research’s methodology has three main limitations. Firstly, the research method is
quantitative and then research findings cannot be as deep as those of the qualitative
study (Biggam, 2008). Secondly, the convenience sampling approach cannot create the
generalization in data (Saunders et al., 2009). Finally, although the sampling size of 200

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employees is suitable to the survey strategy, it cannot indicate all viewpoints of all
employees of all restaurants in the UK.
The chapter has indicated a clear statement of methods used to gather primary data. In
particular, this chapter has presented reasons for using philosophical stance - positivism,
study approach - deduction, study strategy - survey, research method - quantitative
method, and methods of data collection (questionnaires, convenience sampling, and
size of sampling - 200 employees of restaurants in the UK). This chapter has also
indicated why this research uses methods of data analysis (analysis of description, test
of reliability, and analysis of regression), and has presented study ethics and limitations
of the used methodology affecting the results of the research.

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CHAPTER FOUR
ANALYSIS AND DISCUSSION OF RESARCH FINDINGS
Concerning about the achievement of research objectives, this chapter emphasizes
exploration of the correlation between workforce diversity and staff performance in
restaurants in the UK. Additionally, this chapter discusses the research findings with
earlier studies to compare and contrast similarities and differences between them. The
contents of the chapter are as follows: (1) description of demographics of staff
participating in the survey of this study, (2) conduction of examining the reliability
degree of variables including ethnicity diversity, gender diversity, age diversity,
educational level diversity and employee performance, and (3) conduction of analysing
the correlation between workforce diversity and staff performance.
4.2 Description of demographics of staff participating in the survey of this study
The sampling size of this study is 200 employees. After delivering 200 questionnaires to
employees of 5 restaurants in the UK, all of them are answered entirely by the
employees. Then, information from the questionnaires is used to explore study issues of
this research. Table 2 presents demographics aspects of the employees.
Concerning about table 2, there are four main demographics aspects of surveyed staff
that this study investigates, namely educational level, age, working experience and
gender. Regarding gender, there are 40% of surveyed staff are male staff and and 60%
of surveyed staff are female staff. The majority of surveyed employees are individuals
aged 25-45, making up 77.5%. In fact, the number of young employees of 5 surveyed
restaurants is increasingly. Most surveyed employees are individuals having much
experience (5 – 15 years), making up 77.5%. For educational level, the majority of
surveyed employees are people with the high education degree (postgraduate and

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university), making 91%. In fact, restaurants in the UK can utilize an advantaged
condition in terms of a large number of employees with high skills and knowledge.
Indeed, the UK is one of the countries in the globe having a large number of citizens
with the high educational level.
Table 2: Demographics of staff participating in the survey of this study
Demographics of UK consumers Percentage Frequency
Gender Male 60% 120
Female 40% 80
Age Under 25 years old 10.5% 21
25 – 35 years old 39.5% 79
36 – 45 years old 38% 76
Over 45 years old 12% 24
Working
experience
Under 5 10.5% 21
5 – 10 years 45.5% 91
11 – 15 years 32% 64
Over 15 years 12% 24
Educational
level
Under university 9% 18
University 53% 106
Postgraduate 38% 76
4.3 Examination of the reliability degree of factors
Russell and Cohn (2013) refer that it should to use the coefficient of Cronbach’s alpha
that is higher than 0.7 to identify the degree of reliability of factors. Then, five factors
consisting of ethnicity diversity, gender diversity, age diversity, educational level
diversity and employee performance are evaluated the reliability degree through

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Cronbach’s alpha greater than 0.7. Table 3 presents findings from the evaluation of the
reliability degree of the five factors.
Table 3: The evaluation of the reliability degree of factors
Factors Encode Items evaluating
factors
Cronbach’s alpha
of factors
Reliability of
factors
Ethnicity
diversity
ED 7 items 0.818
Factors are
reliableGender
diversity
GD 6 items 0.760
Age diversity AD 6 items 0.766
Educational
level diversity
ELD 7 items 0.790
Employee
performance
EP 9 items 0.867
Table 3 indicates that all the five factors consisting of ethnicity diversity, gender
diversity, age diversity, educational level diversity and employee performance having
Cronbach’s alpha coefficients of in turn 0.818, 0.760, 0.766, 0.790 and 0.867 higher than
0.7. Therefore, all the five factors are very reliable. Because of the high reliability level of
the five factors, they are maintained to undertake regression analysis in the next part.
4.4 The correlation between workforce diversity and staff performance
This study uses regression analysis to evaluate the correlation between employee
performance (EP) and workforce diversity through four factors ethnicity diversity (ED),
gender diversity (GD), age diversity (AD), and educational level diversity (ELD) because
Rohatgi and Saleh (2015) indicate that regression analysis is a simple approach which
help researchers evaluate the correlations between factors. Wiedermann and Eye
(2016) indicate that p-value or sig. value is the coefficient of indicating the correlation

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between factors. When p-value or value of sig. is smaller than 0.05, it means that there
is a correlation between two factors. By contrast, when p-value or value of sig. is higher
than 0.05, it means that there is not a correlation between two factors (Klemela, 2014).
This study will examine the correlation between the correlation between employee
performance (EP) and four factors ethnicity diversity (ED), gender diversity (GD), age
diversity (AD), and educational level diversity (ELD) through the p-value or the value of
sig. lower than 0.05. Table 4 and table 5 present findings from the regression analysis.
Table 4: Coefficients of employee performance (EP) in restaurants in the UK
Hypotheses Factors Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Accepted/
Rejected
B
Std.
Error Beta
Constant 1.766 0.462 3.819 0.000
H1 Ethnicity diversity
(ED)
-0.026 0.236 -0.020 -0.110 0.913 Rejected
H2 Gender diversity
(GD)
-0.360 0.233 -0.266 -1.548 0.123 Rejected
H3 Age diversity (AD) 0.278 0.132 0.191 2.101 0.037 Accepted
H4 Educational level
diversity (ELD)
0.391 0.156 0.282 2.502 0.013 Accepted

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Table 5: Model summary of employee performance (EP) in restaurants in the UK
Model R R Square Adjusted R Square Std. Error of the Estimate
1 0.329 0.108 0.090 1.11129
The correlation between employee performance and ethnicity diversity in restaurants
in the UK
Research result:
Table 4 indicates that there is no correlation between employee performance and
ethnicity diversity because the value of sig. of the factor (ethnicity diversity) is 0.913
that is higher than 0.05. H1 is proposed in this study as follows: There is a positive
correlation between ethnicity diversity and work performance of employees in
restaurants in the UK. Hence, H1 is not accepted.
Discussion of research result:
The research result indicates that there is no correlation between ethnicity diversity and
work performance of employees in restaurants in the UK. The research result is not
similar to the research result of previous studies such as Watson et al. (2002), Van and
Bunderson (2005), Shore et al. (2009), Timmermans et al. (2011), Arokiasamy (2013) and
Gupta (2013). The previous studies recognize that ethnicity diversity in the place of work
plays a vital role in deciding the work performance of employees. The researchers
describe that ethnicity diversity can enhance work innovation of employees if managers
of the employees know the way to manage the ethnicity diversity. On the contrary, the
ethnicity diversity can lead to negative work performance of employees if there are
conflicts between employees with different ethnicity. The researchers also indicate that
the high degree of ethnicity diversity increases staff’s work performance and business
performance of the organizations if the ethnicity diversity is well controlled. Indeed,

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ethnicity diversity helps groups or teams have many different ideas about aspects in
relation to their work and then the best idea will be chosen. However, ethnicity diversity
of employees within a firm can have a negative effect on work employees if there is
discrimination of ethnicity in the firm. For instance, managers of a firm have
discrimination of ethnicity, especially minority groups and then the members of the
minority groups can feel dissatisfied with their job, and have a lack of organizational
commitment, and even lawsuits about discrimination can happen. Therefore, it
becomes necessary for managers of firms to emphasize managing ethnicity diversity to
utilize its benefits in terms of enhancement of work performance of employees and
business efficiency of their firms.
In the UK, the growth of multiethnic workforce does not make UK restaurants learn
many good cultures and innovative ideas about the business strategy, the marketing
strategy and the competitive strategy. In addition, ethnically different viewpoints are
not helpful for handling problems in relation to jobs and then work performance of
employees will not be enhanced. Therefore, there is no correlation between ethnicity
diversity and work performance of employees in restaurants in the UK.
The correlation between employee performance and gender diversity in restaurants in
the UK
Research result:
Table 4 indicates that there is no correlation between employee performance and
gender diversity because the value of sig. of the factor (gender diversity) is 0.123 that is
higher than 0.05. H2 is proposed in this study as follows: There is a positive correlation
between gender diversity and work performance of employees in restaurants in the UK.
Hence, H2 is not accepted.

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The research result indicates that there is no correlation between gender diversity and
work performance of employees in restaurants in the UK. The research result is not
similar to the research result of previous studies such as Frink et al. (2003), Kochen et al.
(2003), Joshi and Jackson (2003), Kundu (2003), Shore et al. (2009) and Arokiasamy
(2013). The previous studies recognize that gender diversity has a closely correlation
with work performance of employees and business performance of organizations. In
particular, the previous studies recognize that the moderate degree of diversity in
gender enhances competitive advantages of companies while the high degree of
diversity in gender leads to decreases in business performance. In fact, there are
changes about the composition of gender of employees in the workplace. Women have
increased in the workforce in the recent decades. Career promotion for female
employees cannot be as quick as their male employees because career is not promoted
that start from responsibilities for their children and their family. Then, it is important
for companies to provide flexible programs of work to help female employees handle
such difficulties. The previous studies indicate that offering equal work opportunities to
women is very crucial to improve their work performance in their company. The
previous studies also recognize that gender diversity has positively significant impacts
on work effectiveness of staff because innovative ideas of employees with different
gender enhance the work results. In detail, in a work team, there are many job-related
tasks that need to supports of female employees while there are many other job-related
tasks that need to supports of male employees. For example, tasks related to using
technologies and conducting customer surveys through internet technologies are
suitable to male staff while tasks correlated with customer communications are suitable
to female employees. Hence mutual supports between female employees and male
employees in a work team will increase work performance of each employee and the
work performance of the whole work team. When managers who have ineffective
management of gender diversity will decrease work performance of their employees

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because conflicts between employees with different gender. In fact, many managers do
not create good conditions for female employees to promote career and then they feel
dissatisfied with their job. The job dissatisfaction leads to decreases in work
performance of female employees.
In the UK, currently, the ability of female employees is not lower than the ability of male
employees. This is proved in the UK restaurant industry. Indeed, both female employees
and male employees become vital for UK restaurants to enhance customer services, and
they are representative for UK restaurants to provide their customers with excellent
services. In addition, discrimination in terms of employing employees based on gender is
violated the employment regulations in the UK. In the UK restaurant industry, UK
managers do not focus on organize work team with gender diversity because they
recognize that female employees is not lower than the ability of male employees.
Therefore, gender diversity does not have a correlation with work performance of
employees.
The correlation between employee performance and age diversity in restaurants in
the UK
Research result:
Table 4 indicates that there is a positive correlation between employee performance
and age diversity because the value of sig. of the factor (age diversity) is 0.037 that is
smaller than 0.05 and the value of Beta (correlation coefficient) is 0.191. H3 is proposed
in this study as follows: There is a positive correlation between age diversity and work
performance of employees in restaurants in the UK. Hence, H3 is accepted.
The research result indicates that there is a positive correlation between age diversity
and work performance of employees in restaurants in the UK. The research result is

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similar to the research result of previous studies such as Davey and Cornwall (2003),
Davey (2006), Brown (2008), Kunze et al. (2009), FlorianKunze et al. (2009), Shore et al.
(2009), Munjuri (2012) and Arokiasamy (2013). The previous studies recognize that
growing diversity in age has been a vital issue that many companies are much interested
and age diversity has a highly positive impact work performance of staff. In particular,
age heterogeneity may cause a positive impact on work productivity of employees
because viewpoints of older employees are different viewpoints of younger employees
and the different viewpoints help their work team find the best viewpoint for
conducting tasks related to their work. The high level of age diversity enhances work
performance of employees. In particular, younger employees can learn experience of
older employees while older employees can learn new knowledge of younger
employees about modern technologies. Therefore, it is useful for companies to have age
diversity in their workforce to enhance work performance of employees which leads to
business efficiency. In fact, there are thought conflicts of employers in the recruitment
of employees. Employers want to employ younger employees who have fast ability to
learn modern technologies to enhance the capabilities to apply technologies in the work
process. However, the organizational commitment and loyalty of younger employees
are lower than older employees. Therefore, it is difficult for employers to select the
recruitment of younger employees or the recruitment of older employees.
In the UK, age diversity in the workforce is very beneficial for restaurants to enhance
work performance of their employees. In detail, older employees have much experience
in term of business aspects while younger employees are useful to adapt to changes in
the workplace, use new technologies effectively, good health, and have high return on
training and development programs. Therefore, mutual helps between the older
employees and younger employees enhance their work performance in the UK
restaurants. In the UK restaurant industry, younger employees are people who share
knowledge in relation to use of the new technologies in the work process with older
employees while older employees are people who provide value ideas about the

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direction and goals of work of the whole work team and manage the conduction of
members in the work team. The cooperation between younger employees and older
employees in restaurant in the UK enhances the work performance of each employee
and the whole work team. In addition, it is wise for managers in the UK restaurants to
arrange work groups that have both old employees and young employees in order to
increase the work performance of each employee and the achievement of team goals.
Reasons for this are that age diversity increases the cooperation and solidarity between
old employees and young employees, that age diversity promotes the ability of older
employees to adapt to changes in the place of work and new technologies and that age
diversity increases the ability of younger employees to learn work experience from older
employees. Hence, there is a positive correlation between age diversity and work
performance of employees in restaurants in the UK.
The correlation between employee performance and educational level diversity in
restaurants in the UK
Research result:
Table 4 indicates that there is a positive correlation between employee performance
and educational level diversity because the value of sig. of the factor (educational level
diversity) is 0.013 that is smaller than 0.05 and the value of Beta (correlation coefficient)
is 0.282. H4 is proposed in this study as follows: There is a positive correlation between
educational level diversity and work performance of employees in restaurants in the UK.
Hence, H4 is accepted.
The research result indicates that there is a positive correlation between educational
level diversity and work performance of employees in restaurants in the UK. The
research result is similar to the research result of previous studies such as Carrell et al.
(2006), Zeng et al. (2009), Daniel (2009), Munjuri (2012), Arokiasamy (2013) and Hughes

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(2014). The previous studies recognize that staff cannot find out a job and cannot
undertake their job well without suitable background of education and high skills
required by their job. Additionally, employers commonly reject employing staff with
background of education that is evaluated to be inappropriate or inadequate. Hence,
background of education is very vital to employees and has high effects on work
performance. The previous studies indicate that various types and level of education
have significant effects on work performance of employees. Indeed, when employees
with high educational background, they have enough skills and knowledge to undertake
and accomplish their job according to expectations of their company. On the contrary,
employees with low educational background often do not have enough innovation in
handling problems correlated to their job and then their work performance is often low.
When employees possess various degrees of education and then this is a diversity
aspect that needs to be well managed so that each employee has a positive contribution
to organizational efficiency despite their background of education. Most companies with
the educational level diversity in the place of work find it very difficult to deal with
challenges correlated with the educational level diversity and challenges correlated with
the development of a positive working environment which can affect the level of work
performance of employees and business effectiveness of the companies. Indeed, when
managers only emphasize assigning jobs for employees with high education level,
employees with low background of education feel that they are not respected by their
managers and then they become dissatisfied with their job and do not try to conduct
their job well and then these things create low work performance of employees.
In the UK restaurants, employees with high background of education who are assigned
suitably to ensure the high work performance of their employees. Employee
performance is significantly affected by the diversity of level of education in the UK

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restaurant industry. In particular, in the UK restaurants, it is better for managers to
arrange members of a work team consisting of both employees with high background of
education and employees with low background of education. Reasons for this are that
employees with high educational level can support employees with low educational
level in their work process and that employees can share issues in relation to their job.
When managers in the UK restaurants have good management of educational level
diversity, they will enhance work performance of their employees.
In table 5, R Square of the model is 0.108 and the figure reflects that 10.8% of the
variance of employee performance in restaurants in the UK will be explain by two
factors impacting on it, mainly age diversity and educational level diversity. In addition,
other factors that can explain 89.2% of the variance employee performance in
restaurants in the UK are not investigated by this study.
In short, the research results of this study indicate that there is no correlation between
ethnicity diversity and work performance of employees in restaurants in the UK and
there is no correlation between age diversity and work performance of employees in
restaurants in the UK. In addition, there is a positive correlation between age diversity
and work performance of employees in restaurants in the UK and there is a positive
correlation between educational level diversity and work performance of employees in
restaurants in the UK. Hence, H1 and H2 are not accepted while H3 and H4 are
accepted.
The research results of this study indicate that work performance of employees in
restaurants in the UK is not impacted by ethnicity diversity and gender diversity.
However, there is a positive correlation between age diversity and work performance of
employees in restaurants in the UK and there is a positive correlation between
Hence, H1 and H2 are not accepted while H3 and H4 are accepted.

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CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
This chapter is useful to summarize all findings from the project. This chapter also
indicates study limitations which further studies should avoid to achieve the higher
validity. Additionally, this chapter proposes recommendations for managers to manage
their employees’ diversity well to enhance their employees’ work performance in the
future.
5.2 Study conclusions
employee performance in restaurants in the UK. There are three objectives o this
research. The first objective is to deepen the knowledge about workforce diversity,
employee performance and the impact of workforce diversity and employee
performance in organizations. The second objective is to analyse the correlation
between workforce diversity and employee performance in restaurants in the UK
through four factors including ethnicity diversity, gender diversity, age diversity, and
educational level diversity. The final objective is to propose recommendations for
managers to manage their employees’ diversity well to enhance employees’ work
performance in the future.
There are three research conclusions of this research as follows:
Firstly, this study has focused on analysing main literature in terms of the concept of
workforce diversity, the concept of staff performance, and the correlation between
workforce diversity and staff performance. The correlation between workforce diversity

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and staff performance is reviewed through four aspects, mainly ethnicity, gender, age,
and educational level.
Secondly, this study has applied philosophical stance - positivism, study approach -
deduction, study strategy - survey, research method - quantitative method, and
methods of data collection (questionnaires, convenience sampling, and size of sampling
– 200 employees of restaurants in the UK). This has used methods of data analysis
(analysis of description, test of reliability, and analysis of regression) to analyse primary
data of this study.
Finally, the research results of this study indicate that work performance of employees
in restaurants in the UK is not impacted by ethnicity diversity and gender diversity.
However, there is a positive correlation between age diversity and work performance of
employees in restaurants in the UK and there is a positive correlation between
Hence, H1 and H2 are not accepted while H3 and H4 are accepted.
5.3 Study limitations and suggestions for future projects
Regarding study limitations, there are three main ones as follows:
Firstly, the correlation between workforce diversity and staff performance in the UK
restaurant industry is investigated in this study. In future project, it should expand the
study scope such as investigating the correlation between workforce diversity and staff
performance in the United States, and other developed nations so that the future
projects can compare the correlation between workforce diversity and staff
performance in the developed nations.
Secondly, R Square of the model is 0.108 and the figure reflects that 10.8% of the
variance of employee performance in restaurants in the UK will be explain by two
factors impacting on it, mainly age diversity and educational level diversity. In addition,

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other factors (such as leadership style and human resource management practices) that
can explain 89.2% of the variance employee performance in restaurants in the UK are
not investigated by this study. Therefore, in future projects should investigate the
factors.
Finally, although the sampling size of 200 employees is suitable to the survey strategy, it
cannot indicate all viewpoints of all employees of all restaurants in the UK. Hence, in
study projects, it should survey more employees to enhance the data validity.
5.4 Recommendations
The author of this study depends upon findings of this study to propose
recommendations as follows:
Firstly, there is a positive correlation between age diversity and work performance of
employees in restaurants in the UK. Therefore, it is necessary for managers in general
and managers of restaurants in the UK in particular to understand that age
heterogeneity may cause a high impact on work productivity of their employees. In fact,
younger employees can learn experience of older employees while older employees can
learn new knowledge of younger employees about modern technologies. Therefore, it is
wise for managers to arrange work groups that have both old employees and young
employees to enhance the work performance of each employee and the achievement of
team goals. Indeed, age diversity enhances the cooperation and solidarity between old
employees and young employees, it enhances the ability of younger employees to learn
work experience from older employees, it promotes the ability of older employees to
adapt to changes in the place of work and new technologies.
Secondly, there is a positive correlation between educational level diversity and work
performance of employees in restaurants in the UK. Therefore, it is necessary for
managers in general and managers of restaurants in the UK in particular to understand
that they should not focus on assigning jobs for employees with high background of

of 59
education because employees with low background of education feel that they are not
respected by their managers and then they become dissatisfied with their job and do
not try to conduct their job well and then these things create low work performance of
employees. In addition, employees with high background of education who are assigned
suitably to ensure the high work performance of their employees.
Finally, it is necessary for managers in general and managers of restaurants in the UK in
particular to understand that they should avoid discrimination of gender, discrimination
of ethnicity, and discrimination of race, discrimination of age, discrimination of
educational level in the workplace.
This chapter has helped the author summarize all findings from the project. This chapter
has also helped the author indicate study limitations which further studies should avoid
to achieve the higher validity. Additionally, this chapter has proposed recommendations
for managers to manage their employees’ diversity well to enhance their employees’
work performance in the future.

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APPENDIX 1
QUESTIONNAIRE
Dear Sir/ Madam,
The aim of this study is about the impact of workforce diversity and employee
performance in restaurants in the UK. I hope that you can answer the questionnaire so
that I can have true data to complete this study.
This questionnaire consists of two sections:
Section A: Demographic information
1. What is your gender?
a. Male b. Female
2. What is your age?
a. Under 25 b. From 25 to 35 c. From 36 to 45 d. Over 45
3. How long have your worked for your company?
a. Under 5 years b. From 5 to 10 years
c. From 11 to 15 years d. Over 15 years
4. What is your education level?
a. Under university b. University c. Postgraduate
Section B: Impact of workforce diversity and employee performance in restaurants in
the UK

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Please show your standpoints about the impact of workforce diversity and employee
performance in restaurants in the UK by circling the following five-point scale:
1. Strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
No.
Content 1 2 3 4 5
Ethnicity diversity
5 The ethnic diversity in your work team has
enhanced the ability to find creative solution.
1 2 3 4 5
6 The ethnic diversity in your work team has
improved the quality of making decisions.
1 2 3 4 5
7 The ethnic diversity promotes the healthy
competitions in your work team and contributes
to outstanding achievements.
1 2 3 4 5
8 The ethnic diversity in your work team promotes
free flow of information between ethnic groups.
1 2 3 4 5
9 The ethnic diversity does not affect the
correlation between members in your work
team.
1 2 3 4 5

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10 The ethnic diversity in your work team helps to
increase the accomplishment of your task or
projects on time
1 2 3 4 5
11 You did not experience stress in the last 12
months due to issues of ethnic diversity in your
workplace.
1 2 3 4 5
12 In short, ethnic diversity in your team work in
particular and your workplace in general
enhances your work performance.
1 2 3 4 5
Gender diversity
13 As female employee tends to be a good listener
and male employee tends to be aggressive, a
balanced workforce of both female employee
and male employee provides the best solution
for both worlds.
1 2 3 4 5
14 The leadership style taking policy of encouraging
males employees to help female employees
contributes to the success of the work team.
1 2 3 4 5
15 Gender diverse work teams have better problem
handling and decision making skills than gender
homogeneous work teams.
1 2 3 4 5

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16 Gender diversity is an asset for your
organizational image and brand value
1 2 3 4 5
17 Gender diverse work teams achieve targets
thanks to the good correlation and effective
communications
1 2 3 4 5
months due to issues of gender diversity in your
workplace.
1 2 3 4 5
19 In short, gender diversity in your team work in
enhances your work performance.
1 2 3 4 5
Age diversity
20 The expertise of younger staff with high tech
tools helps older staff to improve their
knowledge about the technologies
1 2 3 4 5
21 The risk conducted by younger staff contributes
to the work team’s success.
1 2 3 4 5
22 The mentoring by older staff benefits younger
staff in acquiring job skills.
1 2 3 4 5
23 Older staff reduces the friction between younger
staff in the work team and enhances the work
1 2 3 4 5

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team’s cohesiveness.
24 There are no emotional conflicts and anxiety
within the work team due to status difference
between old and young staff.
1 2 3 4 5
months due to issues of age diversity in your
workplace.
1 2 3 4 5
26 In short, age diversity in your team work in
enhances your work performance
1 2 3 4 5
Educational level diversity
27 The recruitment plan of your organization is
based on the educational level of staff.
1 2 3 4 5
28 Your organization pays tuition of employees who
have further education.
1 2 3 4 5
29 Opportunities for advancement and growth exist
for employees having lower qualification in
education.
1 2 3 4 5
30 The differences in educational level do not
encourage conflicts.
1 2 3 4 5

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31 At work, you experience lack of confidence
because of your educational level
1 2 3 4 5
32 Your work team leader includes all members at
different educational background in problem
handling and decision making.
1 2 3 4 5
33 Your organization has equal treatment when it
comes to the educational level diversity.
1 2 3 4 5
34 In short, educational level diversity in your team
work in particular and your workplace in general
affects your work performance
1 2 3 4 5
Employee performance
35 You enjoy your tasks and work approach of your
division.
1 2 3 4 5
36 You are committed to the direction and the
mission of your organization.
1 2 3 4 5
37 You are motivated to accomplish the task which
is assigned to you.
1 2 3 4 5
38 You co-operate well with your co-workers. 1 2 3 4 5
39 Opposite gender can conduct well and you enjoy
working with them.
1 2 3 4 5
40 Your performance level affects your salary level. 1 2 3 4 5

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41 You are satisfied with your existing salary level. 1 2 3 4 5
42 You are given the chance to try your own
approach of doing the job
1 2 3 4 5
43 By learning more skills through training courses,
you can improve your task performance
1 2 3 4 5
44 In short, your work performance is high thanks to
workforce diversity.
1 2 3 4 5

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APPENDIX 2
DATA RESULTS
1. Personal information of staff participating in survey
Gender
Frequency Percent Valid Percent
Cumulative
Percent
Valid Female 80 40.0 40.0 40.0
Male 120 60.0 60.0 100.0
Total 200 100.0 100.0
Age
Cumulative
Percent
Valid 25 - 35 79 39.5 39.5 39.5
36 - 45 76 38.0 38.0 77.5
Over 45 24 12.0 12.0 89.5
Under 25 21 10.5 10.5 100.0
Total 200 100.0 100.0
Working experience
Cumulative
Percent
Valid 11 - 15 years 64 32.0 32.0 32.0
5 - 10 years 91 45.5 45.5 77.5
Over 15 years 24 12.0 12.0 89.5
Under 5 years 21 10.5 10.5 100.0
Total 200 100.0 100.0

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Educational level
Cumulative
Percent
Valid Postgraduate 76 38.0 38.0 38.0
Under university 18 9.0 9.0 47.0
University 106 53.0 53.0 100.0
Total 200 100.0 100.0
2. Examination of reliability
2.1 Ethnicity diversity
Reliability Statistics
Cronbach's Alpha N of Items
.818 7
2.2 Gender diversity
.760 6
2.3 Age diversity
.766 6

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2.4 Educational level diversity
.790 7
2.5 Employee performance
.867 9
3. Analysis of regression
Variables Entered/Removed
b
Model Variables Entered
Variables
Removed Method
1 ELD, AD, GD, ED
a
. Enter
a. All requested variables entered.
b. Dependent Variable: EP
Model Summary
Model R R Square Adjusted R Square
Std. Error of the
Estimate
1 .329
a
.108 .090 1.11129
a. Predictors: (Constant), ELD, AD, GD, ED

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ANOVA
b
Model Sum of Squares df Mean Square F Sig.
1 Regression 29.163 4 7.291 5.904 .000
a
Residual 240.817 195 1.235
Total 269.980 199
a. Predictors: (Constant), ELD, AD, GD, ED
b. Dependent Variable: EP
Coefficients
a
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) 1.766 .462 3.819 .000
ED -.026 .236 -.020 -.110 .913
GD -.360 .233 -.266 -1.548 .123
AD .278 .132 .191 2.101 .037
ELD .391 .156 .282 2.502 .013
a. Dependent Variable: EP

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