This document provides an abstract for a research study analyzing the impact of workforce diversity and employee performance in UK restaurants. The study has three objectives: 1) deepen understanding of workforce diversity, employee performance, and their impact; 2) analyze the correlation between diversity and performance through factors like ethnicity, gender, age, and education; 3) propose recommendations to manage diversity and enhance performance. The study used a quantitative methodology with surveys of 200 UK restaurant employees. Analysis found age and education diversity positively correlated with performance, while ethnicity and gender diversity were not.
This research aims to analyze the impact of workforce diversity and employee performance in restaurants in the UK. There are three objectives: 1) deepen understanding of workforce diversity, employee performance, and their impact; 2) analyze the correlation between four diversity factors (ethnicity, gender, age, education level) and employee performance; and 3) propose recommendations to manage diversity and enhance performance. The study uses a quantitative survey method with a sample of 200 restaurant employees in the UK. Results indicate ethnicity and gender diversity do not impact performance, but age and education level diversity positively correlate with performance.
This 2 page simple document gives you an insight into the Masters' level dissertation planning and strategy to keep your sanity while producing a good work.
Business management dissertation sample for mba students by dissertation-serv...Dissertation Services
This document provides an overview of business management techniques and their role in increasing organizational productivity and efficiency. It discusses management functions like planning, organizing, leading, and controlling. It also examines management styles such as participative management. The document reviews models of productivity and ways to improve productivity. It proposes using a qualitative case study approach to analyze management techniques implemented by retailers like Tesco, Asda, and Sainsbury's in the UK. The goal is to determine which techniques best increase productivity and whether theoretical models are effectively implemented in organizations.
This document provides guidance on structuring an MBA dissertation. It discusses the overall framework, which includes sections like the introduction, literature review, methodology, data presentation and analysis, discussion, and conclusions. The dissertation should be 20,000-25,000 words not including references or appendices. Plagiarism is unacceptable. Students should begin work early and meet regularly with their supervisor. The research proposal should define the research question and objectives, and describe the methodology and analysis. Specific aspects like the abstract, literature review, and data presentation/analysis are also addressed.
A comprehensive Framework for Effective Change Management
by Mohamed Hassanein
A thesis presented in partial fulfillment of the requirements for the Degree of Master in Business and Administration
This document discusses strategies for supply chain collaboration, specifically among small and medium enterprises where there is no dominant coordinating player. It presents a hypothesis that collaboration in small enterprise supply chains should rely on establishing appropriate operating conditions rather than complex coordination. To test this, the author designed a questionnaire survey to collect primary data on the benefits and barriers to collaboration within small enterprise networks. The survey sample included companies from various manufacturing and service sectors. Although the response rate was too small for statistical significance, qualitative conclusions could be drawn: respondents generally viewed supply chain collaboration positively but identified some significant cultural barriers, and preferred upstream over downstream collaboration.
This document provides a theoretical analysis of work-life balance as a tool for employee satisfaction and retention. It establishes the concepts of retention and employee satisfaction, and links them through empirical research. It defines work-life balance and discusses its historical context. The document argues that organizations can increase employee life satisfaction through work-life balance programs, creating a positive spill-over effect on job satisfaction. This can help with retention by increasing productivity and job satisfaction while reducing turnover intentions. Challenges to implementing work-life balance are also discussed.
This research aims to analyze the impact of workforce diversity and employee performance in restaurants in the UK. There are three objectives: 1) deepen understanding of workforce diversity, employee performance, and their impact; 2) analyze the correlation between four diversity factors (ethnicity, gender, age, education level) and employee performance; and 3) propose recommendations to manage diversity and enhance performance. The study uses a quantitative survey method with a sample of 200 restaurant employees in the UK. Results indicate ethnicity and gender diversity do not impact performance, but age and education level diversity positively correlate with performance.
This 2 page simple document gives you an insight into the Masters' level dissertation planning and strategy to keep your sanity while producing a good work.
Business management dissertation sample for mba students by dissertation-serv...Dissertation Services
This document provides an overview of business management techniques and their role in increasing organizational productivity and efficiency. It discusses management functions like planning, organizing, leading, and controlling. It also examines management styles such as participative management. The document reviews models of productivity and ways to improve productivity. It proposes using a qualitative case study approach to analyze management techniques implemented by retailers like Tesco, Asda, and Sainsbury's in the UK. The goal is to determine which techniques best increase productivity and whether theoretical models are effectively implemented in organizations.
This document provides guidance on structuring an MBA dissertation. It discusses the overall framework, which includes sections like the introduction, literature review, methodology, data presentation and analysis, discussion, and conclusions. The dissertation should be 20,000-25,000 words not including references or appendices. Plagiarism is unacceptable. Students should begin work early and meet regularly with their supervisor. The research proposal should define the research question and objectives, and describe the methodology and analysis. Specific aspects like the abstract, literature review, and data presentation/analysis are also addressed.
A comprehensive Framework for Effective Change Management
by Mohamed Hassanein
A thesis presented in partial fulfillment of the requirements for the Degree of Master in Business and Administration
This document discusses strategies for supply chain collaboration, specifically among small and medium enterprises where there is no dominant coordinating player. It presents a hypothesis that collaboration in small enterprise supply chains should rely on establishing appropriate operating conditions rather than complex coordination. To test this, the author designed a questionnaire survey to collect primary data on the benefits and barriers to collaboration within small enterprise networks. The survey sample included companies from various manufacturing and service sectors. Although the response rate was too small for statistical significance, qualitative conclusions could be drawn: respondents generally viewed supply chain collaboration positively but identified some significant cultural barriers, and preferred upstream over downstream collaboration.
This document provides a theoretical analysis of work-life balance as a tool for employee satisfaction and retention. It establishes the concepts of retention and employee satisfaction, and links them through empirical research. It defines work-life balance and discusses its historical context. The document argues that organizations can increase employee life satisfaction through work-life balance programs, creating a positive spill-over effect on job satisfaction. This can help with retention by increasing productivity and job satisfaction while reducing turnover intentions. Challenges to implementing work-life balance are also discussed.
This document provides a literature review on global trading companies (GTCs) and their importance in global supply chains. It discusses the historical origins of trading companies in Europe and Asia and how they evolved over time. Several theories are examined that help explain the functions and existence of trading companies, including agency theory, transaction cost theory, and structural holes theory. The literature suggests that GTCs play an important role in reducing risks and transaction costs for manufacturing firms operating globally by acting as their agents and intermediaries that can access structural holes between markets. The review lays the groundwork for the empirical study that follows on the strategic priorities of manufacturing firms and GTC contributions in supply chains from the perspective of strategic managers.
The strategic analysis recommends that the Scottish Salmon Company diversify its product offerings and accelerate mergers and acquisitions of value-adding companies over the next five years. This will help reduce dependence on salmon and allow expansion to new markets. Additionally, investing in technology can prevent disease threats and optimize scarce resources. Implementing these recommendations will strengthen competitive advantages by creating higher barriers to entry and allowing economies of scale through a broader portfolio and increased production capabilities.
This document outlines a research project on evaluating Harrods' employee reward system and motivation. The objectives are to:
1) Understand how to formulate a research specification by outlining clear objectives and questions. The questions focus on identifying motivating factors, the most motivating reward system, and areas for improvement.
2) Implement the research project within agreed procedures by planning resources to address the research questions. This includes conducting a survey to collect primary data.
3) Evaluate the research outcomes by analyzing survey findings, interpreting results against objectives, and making recommendations.
4) Present the research outcomes in a written report with an appropriate format. The report will analyze the reward system and conclude on improvement areas
We are committed to providing 100% Plagiarism free quality academic assignments i.e. thesis, dissertations, Course work assignments, HND Business assignments, Research and Term papers and BSc Honors Applied Accountancy Oxford Brookes thesis (RAP, SLS and PPT). Pay by milestones. Please visit www.ghostwritingmania.com or reach my email inbox at ghostwritingmania@yahoo.com or add me on Skype: ghostwritingmania
This document is a project report submitted for a Bachelor of Commerce degree. It examines employee satisfaction at Ebenezer Printpack (P) Ltd in Thrissur, Kerala. The report includes an introduction discussing the importance of human resources and employee satisfaction to organizational success. It also outlines the objectives, research methodology, and limitations of the study. The report contains literature review, data analysis and interpretation, findings, suggestions, and a conclusion regarding levels of satisfaction among employees at Ebenezer Printpack. Tables and figures present survey results on various factors influencing job satisfaction.
This document discusses supplier appraisal at Muteesa 1 Royal University. It defines supplier appraisal as the assessment of a potential supplier's ability to control quality, delivery, quantity, price and other contractual factors. Supplier appraisal should be conducted in two phases - pre-contract appraisal to assess past performance, and post-contract appraisal to evaluate performance in meeting contractual obligations. While time-consuming, supplier appraisal is important for high-value, high-risk purchases. The document examines how supplier appraisal is conducted at Muteesa 1 Royal University, focusing on factors like financial status, capacity, and communication.
Research report the driver of supply management capability Tran Thang
The main purpose of the paper is to identify the driver factors have effect to supply management capability. Many previous studies involve supply management capability have been mainly concern about general competences and individual skill lists which is considered necessary for the professionals to achieve an efficient procurement system. There are little concentration on the drivers of capability in supply management. This paper point out that if the corporations want to increase supply management capability it is crucial to link the role of purchasing and supply management to the strategy of the corporation, formalize the supply management functions and promote the suppliers network values and suppliers orientation to their business.
This document is a project report submitted for a Master's degree that studies employee satisfaction at a company. It includes an introduction outlining the objectives and rationale of the study, which is to assess employee satisfaction levels and determine factors that influence satisfaction. The methodology section describes the descriptive research design, sample of 50 employees, and data collection using a questionnaire. The report also includes chapters on determinants of satisfaction, company profile, data analysis and interpretation of results, findings, recommendations and conclusions.
Idiosyncratic Effect of Corporate Solvency Management Strategies on Corporate...IOSR Journals
The study identifies and evaluates the association among corporate solvency management strategies and the corporate performance valuation in Chemical industry of Pakistan. The study uses purposive sampling or judgmental sampling for selecting 30 sample companies from the sector; covering 10 years financial statements data ranging from year 2002 to 2011. Balanced panel data is taken for the purpose of study. Levin, Lin & Chu test is used to check the stationarity of data whereas White Test is used to check the heteroskedasticity of data. Panel Least square technique with fixed effects is used to generalize the relationship between studied variables. The study observed that the performance of the chemical sector in terms of market to book value is affected by internal firm and industry specific factors related to solvency management strategic decisions. Findings of the study provide with the overview of historic performance and the potential performance of the selected sector to help policy makers including finance, economics and industry experts for creating value through the idiosyncratic resources.
This document provides an analysis of the business and financial performance of Nishat Chunian Limited (NCL) over a three year period from 2011-2013. It begins with an introduction to the research topic, objectives, and approach. It then discusses the textile industry in Pakistan and provides an overview of NCL. The document conducts an in-depth financial analysis of NCL through profitability, liquidity, gearing, and investors' ratios. It also includes a competitor analysis, PEST analysis, SWOT analysis, conclusions, and recommendations. The analysis finds that while NCL's sales increased in 2011, its gross profit margin declined due to rising cotton and energy costs. In 2012, NCL's sales
The present discussion paper, serves to initiate a debate on the current and future role of clusters and cluster organisations in connection with skills development with a special focus on emerging indus-tries.
In recent years, “the cluster and skills” topic gained increasing importance among policy makers in Europe, notably in the context of the New skills Agenda, the Blueprint for sectoral cooperation on skills, Sector Skills Alliance under ERASMUS+, the Digital Skills and Jobs Coalition etc 1. As this paper will show, numerous cluster organisations have initiated actions related to education and training. The rationale for this trend is the emergence of new industries and increasing technological convergence which leads to continuously change of workforce skills by industry. The ongoing discussions point out that much more clarity is needed on how current training efforts are embedded in cluster development and by whom these measures can be implemented best. Also, more insights on what kind of role clus-ter organisations can or should play to assure that workforce skills match the ongoing needs of indus-try, markets, and society are required.
Shahid, M., & Kamran, F. (2015). Causal Relationship between Macroeconomic Factors and Stock Prices in Pakistan. International Journal Of Management And Commerce Innovations, 3(2), 172-178. Retrieved from http://researchpublish.com/journal/IJMCI/Issue-2-October-2015-March-2016/0
This document summarizes a research study that analyzed the impact of mergers and acquisitions (M&As) on the financial performance of acquiring firms across different industries in India. The study used a sample of 115 acquiring companies that completed M&A deals between 2009-2010. Financial ratios were used to compare the pre-merger and post-merger performance in areas like profitability, liquidity, and leverage. A paired t-test was conducted to determine if there were significant differences between the pre-and post-merger financial performance. The findings of this study will help evaluate the success of M&As from the perspective of the acquiring firms and whether the financial impact varied across industries in India.
This document discusses Frederick Taylor's scientific management approach and how it differed from the human relations approach. It summarizes Taylor's use of time-and-motion studies and monetary incentives to increase productivity. It then discusses how some of Taylor's principles of standardization and incentives are still used today by McDonald's, such as through their training programs and reward systems for employees.
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
Impact of working capital on profitabilityNuzzar Naseem
This document summarizes a research study that examined the impact of working capital management on the profitability of firms in Pakistan under different business cycles. The study found that cash conversion cycle and accounts receivable showed a negative relationship with firm profitability in different cycles. Inventory had a positive impact on profitability in boom periods. Accounts payable positively impacted profitability in recessions. The study concluded that efficient working capital management can increase firm profitability.
The document is a project report on employees' perceptions of performance appraisals at UFlex Limited. It includes an introduction to the company and HR department. The report aims to study employees' views of performance appraisals and how they can benefit organizations. Primary data was collected through surveys and from the HR department. The findings, conclusions, and recommendations are presented along with references. Performance appraisals are conducted annually to assess employees, provide feedback, and help improve performance and organizational goals.
This document summarizes a report on career adaptability and its role in skills supply. It defines career adaptability as an individual's ability to successfully transition through changes in the labor market, work organization, and occupational knowledge. It explores how career adaptability is influenced by individual characteristics, learning opportunities, and transitioning styles. The summary also outlines several policy implications, including incorporating career adaptability into career support services, developing more dynamic concepts of employability, and expanding opportunity structures to support lifelong learning and career progression.
This document provides a literature review on global trading companies (GTCs) and their importance in global supply chains. It discusses the historical origins of trading companies in Europe and Asia and how they evolved over time. Several theories are examined that help explain the functions and existence of trading companies, including agency theory, transaction cost theory, and structural holes theory. The literature suggests that GTCs play an important role in reducing risks and transaction costs for manufacturing firms operating globally by acting as their agents and intermediaries that can access structural holes between markets. The review lays the groundwork for the empirical study that follows on the strategic priorities of manufacturing firms and GTC contributions in supply chains from the perspective of strategic managers.
The strategic analysis recommends that the Scottish Salmon Company diversify its product offerings and accelerate mergers and acquisitions of value-adding companies over the next five years. This will help reduce dependence on salmon and allow expansion to new markets. Additionally, investing in technology can prevent disease threats and optimize scarce resources. Implementing these recommendations will strengthen competitive advantages by creating higher barriers to entry and allowing economies of scale through a broader portfolio and increased production capabilities.
This document outlines a research project on evaluating Harrods' employee reward system and motivation. The objectives are to:
1) Understand how to formulate a research specification by outlining clear objectives and questions. The questions focus on identifying motivating factors, the most motivating reward system, and areas for improvement.
2) Implement the research project within agreed procedures by planning resources to address the research questions. This includes conducting a survey to collect primary data.
3) Evaluate the research outcomes by analyzing survey findings, interpreting results against objectives, and making recommendations.
4) Present the research outcomes in a written report with an appropriate format. The report will analyze the reward system and conclude on improvement areas
We are committed to providing 100% Plagiarism free quality academic assignments i.e. thesis, dissertations, Course work assignments, HND Business assignments, Research and Term papers and BSc Honors Applied Accountancy Oxford Brookes thesis (RAP, SLS and PPT). Pay by milestones. Please visit www.ghostwritingmania.com or reach my email inbox at ghostwritingmania@yahoo.com or add me on Skype: ghostwritingmania
This document is a project report submitted for a Bachelor of Commerce degree. It examines employee satisfaction at Ebenezer Printpack (P) Ltd in Thrissur, Kerala. The report includes an introduction discussing the importance of human resources and employee satisfaction to organizational success. It also outlines the objectives, research methodology, and limitations of the study. The report contains literature review, data analysis and interpretation, findings, suggestions, and a conclusion regarding levels of satisfaction among employees at Ebenezer Printpack. Tables and figures present survey results on various factors influencing job satisfaction.
This document discusses supplier appraisal at Muteesa 1 Royal University. It defines supplier appraisal as the assessment of a potential supplier's ability to control quality, delivery, quantity, price and other contractual factors. Supplier appraisal should be conducted in two phases - pre-contract appraisal to assess past performance, and post-contract appraisal to evaluate performance in meeting contractual obligations. While time-consuming, supplier appraisal is important for high-value, high-risk purchases. The document examines how supplier appraisal is conducted at Muteesa 1 Royal University, focusing on factors like financial status, capacity, and communication.
Research report the driver of supply management capability Tran Thang
The main purpose of the paper is to identify the driver factors have effect to supply management capability. Many previous studies involve supply management capability have been mainly concern about general competences and individual skill lists which is considered necessary for the professionals to achieve an efficient procurement system. There are little concentration on the drivers of capability in supply management. This paper point out that if the corporations want to increase supply management capability it is crucial to link the role of purchasing and supply management to the strategy of the corporation, formalize the supply management functions and promote the suppliers network values and suppliers orientation to their business.
This document is a project report submitted for a Master's degree that studies employee satisfaction at a company. It includes an introduction outlining the objectives and rationale of the study, which is to assess employee satisfaction levels and determine factors that influence satisfaction. The methodology section describes the descriptive research design, sample of 50 employees, and data collection using a questionnaire. The report also includes chapters on determinants of satisfaction, company profile, data analysis and interpretation of results, findings, recommendations and conclusions.
Idiosyncratic Effect of Corporate Solvency Management Strategies on Corporate...IOSR Journals
The study identifies and evaluates the association among corporate solvency management strategies and the corporate performance valuation in Chemical industry of Pakistan. The study uses purposive sampling or judgmental sampling for selecting 30 sample companies from the sector; covering 10 years financial statements data ranging from year 2002 to 2011. Balanced panel data is taken for the purpose of study. Levin, Lin & Chu test is used to check the stationarity of data whereas White Test is used to check the heteroskedasticity of data. Panel Least square technique with fixed effects is used to generalize the relationship between studied variables. The study observed that the performance of the chemical sector in terms of market to book value is affected by internal firm and industry specific factors related to solvency management strategic decisions. Findings of the study provide with the overview of historic performance and the potential performance of the selected sector to help policy makers including finance, economics and industry experts for creating value through the idiosyncratic resources.
This document provides an analysis of the business and financial performance of Nishat Chunian Limited (NCL) over a three year period from 2011-2013. It begins with an introduction to the research topic, objectives, and approach. It then discusses the textile industry in Pakistan and provides an overview of NCL. The document conducts an in-depth financial analysis of NCL through profitability, liquidity, gearing, and investors' ratios. It also includes a competitor analysis, PEST analysis, SWOT analysis, conclusions, and recommendations. The analysis finds that while NCL's sales increased in 2011, its gross profit margin declined due to rising cotton and energy costs. In 2012, NCL's sales
The present discussion paper, serves to initiate a debate on the current and future role of clusters and cluster organisations in connection with skills development with a special focus on emerging indus-tries.
In recent years, “the cluster and skills” topic gained increasing importance among policy makers in Europe, notably in the context of the New skills Agenda, the Blueprint for sectoral cooperation on skills, Sector Skills Alliance under ERASMUS+, the Digital Skills and Jobs Coalition etc 1. As this paper will show, numerous cluster organisations have initiated actions related to education and training. The rationale for this trend is the emergence of new industries and increasing technological convergence which leads to continuously change of workforce skills by industry. The ongoing discussions point out that much more clarity is needed on how current training efforts are embedded in cluster development and by whom these measures can be implemented best. Also, more insights on what kind of role clus-ter organisations can or should play to assure that workforce skills match the ongoing needs of indus-try, markets, and society are required.
Shahid, M., & Kamran, F. (2015). Causal Relationship between Macroeconomic Factors and Stock Prices in Pakistan. International Journal Of Management And Commerce Innovations, 3(2), 172-178. Retrieved from http://researchpublish.com/journal/IJMCI/Issue-2-October-2015-March-2016/0
This document summarizes a research study that analyzed the impact of mergers and acquisitions (M&As) on the financial performance of acquiring firms across different industries in India. The study used a sample of 115 acquiring companies that completed M&A deals between 2009-2010. Financial ratios were used to compare the pre-merger and post-merger performance in areas like profitability, liquidity, and leverage. A paired t-test was conducted to determine if there were significant differences between the pre-and post-merger financial performance. The findings of this study will help evaluate the success of M&As from the perspective of the acquiring firms and whether the financial impact varied across industries in India.
This document discusses Frederick Taylor's scientific management approach and how it differed from the human relations approach. It summarizes Taylor's use of time-and-motion studies and monetary incentives to increase productivity. It then discusses how some of Taylor's principles of standardization and incentives are still used today by McDonald's, such as through their training programs and reward systems for employees.
Comprehensive Analysis of ETA Engineering's Organizational Culture in 2012: A...Motoor Mohammed Muzammil
In 2012, a comprehensive study was conducted to dissect the organizational culture of ETA Engineering. This research employed a range of robust statistical tools, including Chi-square test, Ranking Method, Percentage Ranking, and Weighted Average. The objective was to provide a deep, data-driven understanding of the cultural dynamics within the organization during this pivotal year.
Key Methodologies:
Chi-square Test: This statistical tool was applied to determine the association between different cultural attributes and their significance within the organizational framework. By analyzing observed and expected frequencies, it helped identify areas of notable deviation.
Ranking Method: A structured approach was used to assess and rank various cultural dimensions based on their perceived importance and impact. This method facilitated a systematic evaluation of cultural elements.
Percentage Ranking: This method provided a quantitative assessment of cultural factors, allowing for a clear understanding of their relative significance in influencing organizational dynamics.
Weighted Average: By assigning weights to different cultural indicators based on their relative importance, a comprehensive score was calculated. This method allowed for a nuanced evaluation of the overall cultural landscape.
Significance of the Study:
This study holds immense significance for ETA Engineering. It provided a detailed, data-backed insight into the organizational culture of the company in 2012. The findings serve as a valuable resource for strategic decision-making, enabling the organization to leverage its cultural strengths and address potential areas of improvement.
The rigorous application of statistical tools ensured that the conclusions drawn were robust and reliable, offering a solid foundation for any ensuing cultural interventions or initiatives.
Impact of working capital on profitabilityNuzzar Naseem
This document summarizes a research study that examined the impact of working capital management on the profitability of firms in Pakistan under different business cycles. The study found that cash conversion cycle and accounts receivable showed a negative relationship with firm profitability in different cycles. Inventory had a positive impact on profitability in boom periods. Accounts payable positively impacted profitability in recessions. The study concluded that efficient working capital management can increase firm profitability.
The document is a project report on employees' perceptions of performance appraisals at UFlex Limited. It includes an introduction to the company and HR department. The report aims to study employees' views of performance appraisals and how they can benefit organizations. Primary data was collected through surveys and from the HR department. The findings, conclusions, and recommendations are presented along with references. Performance appraisals are conducted annually to assess employees, provide feedback, and help improve performance and organizational goals.
This document summarizes a report on career adaptability and its role in skills supply. It defines career adaptability as an individual's ability to successfully transition through changes in the labor market, work organization, and occupational knowledge. It explores how career adaptability is influenced by individual characteristics, learning opportunities, and transitioning styles. The summary also outlines several policy implications, including incorporating career adaptability into career support services, developing more dynamic concepts of employability, and expanding opportunity structures to support lifelong learning and career progression.
How Strategy Impacts Business Model in the context of the SME: A case of Rest...Chetan Waman
The literature on relation between strategy and business models is bit ambiguous. It is not clear if business model is part of strategy, strategy is derived from business model or the vice versa (Gaedicke, 2012; Seddon, et al., 2004; Friis, et al., 2015). Moreover, the research on the two concepts in the context of the small and medium enterprises (SMEs) seems to be uncommon. The SMEs are crucial for economic growth of the country, but sadly the survival rate of the SMEs are low in the first five years of operation (European Commision- SBA, 2016). To promote the growth of SMEs this thesis aims to examines the relation between strategy and business model in the context of the SMEs in the UK using restaurant sector as an exemplar. This study also draws insights on the changes in small and medium restaurants and the effect of strategy on the restaurants sector, using empirical data as the evidence.
The study takes an interpretivist approach for data collection and analysis. The empirical data was collected using in-depth, semi-structured interviews with 8 owners and 2 managers working in small and medium restaurants of the Edinburgh. The sample size is small, but diverse in nature providing unique perspectives of the respondents.
The findings of this study suggest that strategy and business model are complementary to each other and the relation between them depends on the phase in the business lifecycle of the SME. In the start phase of the SME, the strategy seems to be evolved from the business model, whereas in the growth phase, the business model acts as a tool in the strategy process to implement the strategy formed during strategy formulation stage. The findings also indicate that the strategy process increases the performances of the small and medium restaurants. Finally, the most common changes brought in the small and medium restaurant are related to menu and prices, and these changes are mostly brought in because of competition, location and customer segment of the restaurant.
An analysis of the impact of total quality management on employee performance...nihad341
This document provides an overview of a research study analyzing the impact of total quality management (TQM) on employee performance at McDonald's in the UK. The study aims to assess TQM dimensions and their role in improving employee performance. It will use interviews, surveys, and financial data from McDonald's to analyze the relationship between TQM practices like management commitment, training, and employee focus, and indicators of employee performance. The research design is exploratory in nature, using random sampling of 150 employees and customers each from 10 McDonald's locations. Limitations include potential bias in qualitative data and not assessing all McDonald's stores.
This document summarizes theories related to employee job satisfaction, with a focus on wage comparison theories. It discusses social comparison theory, which posits that employees evaluate themselves by comparing to others. It also covers equity theory and discrepancy theory, both of which involve employees comparing their wages and outcomes to expectations and to other employees. The document indicates that comparing actual wages to reference levels like average wages can impact satisfaction levels, with wages below expectations generally leading to lower satisfaction.
Fatima%20Malik%20%28PhD%20Thesis%2c%202016%29-1Fatima Malik
This thesis examines employer engagement within the macro, meso, and micro-level training contexts of the UK's Northwest Bio Region. Specifically, it aims to understand the under-researched nature of engagement between stakeholders at these different levels.
The document begins by conceptualizing employer engagement around the supply and demand for education and training in the UK high-skill context. It explores macro-level government initiatives and how they have attempted to address unmet employer demand. It also examines meso-level engagement facilitated by industry networks and the micro-level challenges employers face in realizing training opportunities.
The research strategy adopts a single inductive exploratory case study approach, using interviews with employers and policy stakeholders in the Northwest Bio
The document provides an environmental scan and findings from reviews of the ACT Ambulance Service (ACTAS). It finds that while ACTAS has improved in meeting increased demand, further reforms are needed to address organizational culture and build a more adaptive and professional workforce. The blueprint makes recommendations around leadership development, staff workshops, implementing a charter and measurement process to progress professionalization at ACTAS. Implementing this blueprint will help ACTAS realize its potential and ensure continued high quality ambulance services.
To assess the impact of performance management system on employee performance...WritingHubUK
In the vastly competitive retail industry sector, efficient employee performance is inevitable for providing reliable quality services to customers and thereby to develop organizational profitability. Thus, the importance of performance management system in the retail industries are increasing for monitoring and strategically analyzing performances of staffs and to encourage them for improving their level of performance.
The role of organisational culture on employee engagement dissertationWritingHubUK
An effective organizational culture which acts well favourable to employee development helps firms to witness enhancement in employee engagement level. This helps firms to witness positive changes on its growth and development. The main purpose of the study was to assess the impact of organisational culture on enhancing employee engagement by considering HSBC in UK as case study.
Sales and operations planning a research synthesisWallace Almeida
Despite the growing body of literature on sales and operation planning (S&OP), efforts to synthesise the overall state of the art of research in this area are limited. Within this context, this paper provides a systematic review of the literature on S&OP. The purpose of this systematic review is twofold: (i) to integrate the highly dispersed work on S&OP in order to identify and analyse S&OP as a business process and (ii) to assemble quantitative evidence of its impact on the performance of the firm. A literature search framework is proposed, with 271 papers reviewed and classified. The framework embraces S&OP context information, inputs and goals, structure and processes, outcomes, and results. The major expected outcome in most papers was a cross-functional integration of plans, although few studies report on the integration of finance plans into S&OP. Despite the existence of common process descriptors and definitions of S&OP, there is a lack of unifying frameworks for maturity models, measurement of S&OP, and constructs related to the firm's performance. The need for additional scientifically sound survey or case study research on S&OP is emphasised. This paper contributes to a better understanding of S&OP's role as a determinant of firm's performance in the supply chain
Master thesis , impact of recently economic restructuring on healthcare dec...mostafa younis
This chapter introduces the research topic on the impact of recent economic restructuring in Saudi Arabia on healthcare decision making. It provides background on Saudi Arabia's oil-reliant economy and the healthcare industry. The research problem is determining the impact of economic changes due to low oil prices on the healthcare sector. The chapter outlines the research objectives, questions, significance, and scope/limitations. It concludes by presenting the thesis structure.
This document contains a thesis submitted by Elise Ingber to Tulane University examining factors that affect environmental sustainability in the restaurant industry. The thesis includes a case study on Chipotle Mexican Grill's adoption of sustainable practices, an instructor's manual with teaching suggestions, and a literature review. The literature review finds that while sustainable practices can benefit brands if marketed properly, businesses must align them with overall strategies. It also notes that lack of consumer demand and knowledge have discouraged industry sustainability efforts. The case study closes with Chipotle transforming its supply chain but facing issues with supply scalability that could impact its integrity initiatives.
Impact of leadership on the performance of the employees : a case study of KF...WritingHubUK
The document discusses the impact of leadership on employee performance at KFC UK. It finds that while KFC provides leadership programs to improve skills of top employees, long working hours and rude attitudes of senior staff create dissatisfaction and negatively impact performance. The researcher used interviews and surveys to collect primary data from KFC managers and employees to evaluate the effect of leadership strategies on performance. The findings showed that leadership programs increased support and guidance, but working conditions need to be improved through reducing hours and improving management attitudes to further enhance employee performance.
Elena Busso - Professional Thesis - A Comparative study of three European Lif...Elena Busso
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2. Page i of 59
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.
3. Page ii of 59
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
4. Page iii of 59
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
4.1 Chapter introduction.....................................................................................................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
4.5 Chapter conclusion........................................................................................................33
Chapter 5: Conclusions and recommendations..................................................................34
5.1 Chapter introduction.....................................................................................................34
5.2 Study conclusions..........................................................................................................34
5.3 Research limitations and suggestions for future projects ............................................35
5.4 Recommendations ........................................................................................................36
5.6 Chapter conclusion........................................................................................................37
Reference ............................................................................................................................38
Appendix 1: Questionnaire ................................................................................................44
Appendix 2: Data results.....................................................................................................51
5. Page 1 of 59
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).
6. Page 2 of 59
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.
7. Page 3 of 59
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
This research has the research aim of analysing the impact of workforce diversity and
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?
8. Page 4 of 59
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.
9. Page 5 of 59
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
10. Page 6 of 59
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).
11. Page 7 of 59
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.
12. Page 8 of 59
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
13. Page 9 of 59
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
14. Page 10 of 59
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
15. Page 11 of 59
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
16. Page 12 of 59
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
employees in restaurants in the UK
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
17. Page 13 of 59
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
18. Page 14 of 59
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
employees in restaurants in the UK
H2: There is a positive correlation between age diversity and work performance of
employees in restaurants in the UK
H3: There is a positive correlation between age diversity and work performance of
employees in restaurants in the UK
H4: There is a positive correlation between educational level diversity and work
performance of employees in restaurants in the UK
19. Page 15 of 59
Figure 1: The study model of the project
Ethnicity diversity
Gender diversity
Employee
performance
Educational level diversity
H1 (+)
H3 (+)
H4 (+)
Age diversity
H2 (+)
20. Page 16 of 59
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Chapter introduction
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
21. Page 17 of 59
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,
22. Page 18 of 59
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.
23. Page 19 of 59
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
24. Page 20 of 59
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
25. Page 21 of 59
employees is suitable to the survey strategy, it cannot indicate all viewpoints of all
employees of all restaurants in the UK.
3.10 Chapter conclusion
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.
26. Page 22 of 59
CHAPTER FOUR
ANALYSIS AND DISCUSSION OF RESARCH FINDINGS
4.1 Chapter introduction
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
27. Page 23 of 59
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
28. Page 24 of 59
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
29. Page 25 of 59
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
30. Page 26 of 59
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,
31. Page 27 of 59
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.
32. Page 28 of 59
Discussion of research result:
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
33. Page 29 of 59
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.
Discussion of research result:
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
34. Page 30 of 59
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
35. Page 31 of 59
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.
Discussion of research result:
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
36. Page 32 of 59
(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
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. Employee
performance is significantly affected by the diversity of level of education in the UK
37. Page 33 of 59
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.
4.5 Chapter conclusion
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.
Hence, H1 and H2 are not accepted while H3 and H4 are accepted.
38. Page 34 of 59
CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 Chapter introduction
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
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.
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
39. Page 35 of 59
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
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.
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,
40. Page 36 of 59
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
41. Page 37 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
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.
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.
5.5 Chapter conclusion
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.
42. Page 38 of 59
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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
49. Page 45 of 59
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
50. Page 46 of 59
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
51. Page 47 of 59
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
18 You did not experience stress in the last 12
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
particular and your workplace in general
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
52. Page 48 of 59
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
25 You did not experience stress in the last 12
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
particular and your workplace in general
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
53. Page 49 of 59
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
54. Page 50 of 59
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
55. Page 51 of 59
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
Frequency Percent Valid Percent
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
Frequency Percent Valid Percent
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
56. Page 52 of 59
Educational level
Frequency Percent Valid Percent
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
Reliability Statistics
Cronbach's Alpha N of Items
.760 6
2.3 Age diversity
Reliability Statistics
Cronbach's Alpha N of Items
.766 6
57. Page 53 of 59
2.4 Educational level diversity
Reliability Statistics
Cronbach's Alpha N of Items
.790 7
2.5 Employee performance
Reliability Statistics
Cronbach's Alpha N of Items
.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
58. Page 54 of 59
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
59. Page 55 of 59
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