This document summarizes a research study on the effects of managing gender diversity to enhance organizational performance at Kenya Ports Authority. The study found that gender, age and marital status impact organization performance and success. It recommends that KPA recruit a more diverse workforce to improve decision making, understand customer needs better, and increase staffing flexibility. Managing diversity well through human resource policies and practices can reinforce these benefits. The background discusses how globalization requires more interaction among diverse people, so organizations must capitalize on diversity. Gender diversity can provide resources like market insight and innovation that lead to competitive advantage and higher performance, according to previous research.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The research on the relationship between boardroom diversity and corporate performance is highly mixed, with some studies finding positive impacts, others finding neutral or negative impacts, and results depending on methodology used. While diversity may improve decision-making, it can also decrease group cohesion and cooperation if not well-managed. Forced quotas intended to increase diversity can harm governance quality by leading to less experienced directors, but concerted efforts to recruit qualified professionals show more promise. The impact of diversity on governance quality and performance remains uncertain.
Niels opstrup is assistant professor in the department of POLY33
This summary provides the key details about the document in 3 sentences:
The document discusses a study examining the relationship between gender diversity in top management teams (TMTs) and financial performance in Danish municipalities. The authors find that gender diversity in TMTs is associated with better financial results, but only in municipalities that have a management structure supporting cross-functional teamwork. The study contributes to research on how demographic diversity impacts public sector organizations and sheds light on organizational factors that help leverage the benefits of diverse management teams.
This paper reveals the relationship of FTSE board and environment policy of t...Service_supportAssignment
This paper reveals the relationship of FTSE board and environment policy of their companies listed. According to Lovell and Liverman (2010) suggested that they are inspired in their reassessment of carbon trading procedures due to the lack of some world class standards and Also it is similarly deregulated by the deficiency of broadly recruited international standards or policy for intentional carbon reporting of carbon emission. Consolidating the analysis in regard to the investors’ wants for data has permitted the researchers for well understanding the various methods to evaluate the procedures that are used to develop the emission of carbon reports, and also hoping that the social world of monetary services mediators, controller and carbon consultancie
CEO’s Values, Management Style and Firm Performance: Evidence from Social Ent...SEFORÏS
A substantial body of research emphasizes the importance of the person in charge of an organization for a firm’s decisions and performance, yet less is known about which individual traits and experiences can explain variation in management styles that contribute to differences in firm performance. Our paper explores the possibility that a CEO’s personal values help shape his or her management style, which in turn helps drive firm outcomes.
A director’s social and professional network contributes many positive benefits that increase shareholder value. Why isn’t more attention paid to the relation between personal networks and governance quality?
Standardized
Coefficients Coefficients t Sig. R R2 F
B Std. Error Beta
1. The study assessed the influence of organizational culture and market orientation on the performance of microfinance institutions in Kenya.
2. The results showed that organizational culture has a significant positive influence on performance and explains 40.9% of the variation in firm performance.
3. Market orientation was found to partially mediate the relationship between organizational culture and performance. Both organizational culture and market orientation were significant influences on performance.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The research on the relationship between boardroom diversity and corporate performance is highly mixed, with some studies finding positive impacts, others finding neutral or negative impacts, and results depending on methodology used. While diversity may improve decision-making, it can also decrease group cohesion and cooperation if not well-managed. Forced quotas intended to increase diversity can harm governance quality by leading to less experienced directors, but concerted efforts to recruit qualified professionals show more promise. The impact of diversity on governance quality and performance remains uncertain.
Niels opstrup is assistant professor in the department of POLY33
This summary provides the key details about the document in 3 sentences:
The document discusses a study examining the relationship between gender diversity in top management teams (TMTs) and financial performance in Danish municipalities. The authors find that gender diversity in TMTs is associated with better financial results, but only in municipalities that have a management structure supporting cross-functional teamwork. The study contributes to research on how demographic diversity impacts public sector organizations and sheds light on organizational factors that help leverage the benefits of diverse management teams.
This paper reveals the relationship of FTSE board and environment policy of t...Service_supportAssignment
This paper reveals the relationship of FTSE board and environment policy of their companies listed. According to Lovell and Liverman (2010) suggested that they are inspired in their reassessment of carbon trading procedures due to the lack of some world class standards and Also it is similarly deregulated by the deficiency of broadly recruited international standards or policy for intentional carbon reporting of carbon emission. Consolidating the analysis in regard to the investors’ wants for data has permitted the researchers for well understanding the various methods to evaluate the procedures that are used to develop the emission of carbon reports, and also hoping that the social world of monetary services mediators, controller and carbon consultancie
CEO’s Values, Management Style and Firm Performance: Evidence from Social Ent...SEFORÏS
A substantial body of research emphasizes the importance of the person in charge of an organization for a firm’s decisions and performance, yet less is known about which individual traits and experiences can explain variation in management styles that contribute to differences in firm performance. Our paper explores the possibility that a CEO’s personal values help shape his or her management style, which in turn helps drive firm outcomes.
A director’s social and professional network contributes many positive benefits that increase shareholder value. Why isn’t more attention paid to the relation between personal networks and governance quality?
Standardized
Coefficients Coefficients t Sig. R R2 F
B Std. Error Beta
1. The study assessed the influence of organizational culture and market orientation on the performance of microfinance institutions in Kenya.
2. The results showed that organizational culture has a significant positive influence on performance and explains 40.9% of the variation in firm performance.
3. Market orientation was found to partially mediate the relationship between organizational culture and performance. Both organizational culture and market orientation were significant influences on performance.
This document discusses how ownership influences business growth through competitive actions. It argues that private owners (both foreign and local) are better able to employ aggressive competitive actions to grow business than state owners. Firms with multiple owners, like international joint ventures, are less able to implement actions that drive growth compared to full ownership. The paper finds support for these arguments in a study of 106 firms in China, showing the principal-principal perspective better explains governance and competition in emerging markets than the principal-agent perspective.
This document summarizes research showing a link between organizational culture and financial performance metrics. The research analyzed data from 127 companies that completed an organizational culture survey. It found that companies scoring in the top 25% on culture traits like mission and adaptability significantly outperformed those in the bottom 25% on financial metrics like return on assets, sales growth, and market value over both the short and long term. Specifically, high-scoring companies earned 2-3 times more profit per dollar of assets and grew sales 2-3 times faster than low-scoring companies in the year surveyed. They also maintained these advantages in subsequent years. Thus, organizational culture can provide a sustainable competitive advantage impacting long-term financial success.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
This study examines the relationship between corporate social performance (CSP) and corporate financial performance (CFP) for 383 companies in Indonesia over 2002-2003. Specifically, it analyzes whether company size and industry affect the CSP-CFP relationship. Content analysis was used to measure CSP based on dimensions like community, diversity, environment, and products. Financial data came from annual reports. The study aims to add to literature on developing countries and examine the impact of moderating variables on the CSP-CFP relationship. Hypotheses are that the relationship is positive and moderated by size and industry.
Managing diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing divManaging diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing diversity program, especially in the hospitality industry.ersity program, especially in the hospitality industry.
Corporate Governance And Earnings Management In Latin American Marketsjesaenz
This document summarizes a research paper that examines the relationship between corporate governance mechanisms and earnings management in Latin American markets. The researchers analyze how factors like board size, ownership structure, and government effectiveness impact earnings management. They find that larger boards are less effective at oversight and increase earnings manipulation. Ownership concentration and more frequent board meetings reduce manipulation. Countries with lower corruption and stronger rule of law also have less earnings management. This study contributes to understanding how corporate governance impacts financial reporting quality in emerging markets.
Informational role for managing an increasing diversity of a salesforceAlexander Decker
The document discusses managing diversity in a salesforce. It begins by defining salesforce diversity and why effectively managing it is important. It then discusses challenges like discrimination and biases sales managers may face. The theoretical framework of limited differences is presented, suggesting small differences in treatment can lead to large disparities over time. Informational roles for sales managers are examined, specifically communicating fairness, policies, and supporting diversity initiatives. A study of 350 salespeople tested these roles' effects. Results found communicating fairness and policies significantly helped effective diversity management. The document concludes sales managers should continually evaluate fair treatment and support diversity.
This document summarizes a paper that explores the roles of corporate HR functions in multinational companies (MNCs). It discusses how issues of coordination, standardization, and customization are important in MNCs. The paper presents results from case studies of 6 MNCs to identify the activities of corporate HR departments and the processes used to design, develop, and implement those activities. The roles of HR are found to depend on the organizational context, including whether the company operates internationally.
Although recognition of the significance of gender divisions continues to transform economic geography, the discipline nevertheless remains highly uneven in its degree of engagement with gender as a legitimate focus of analysis. In particular, although social institutions are now widely
regarded as key determinants of economic success, the regional learning and innovation literature remains largely gender blind, simultaneously subordinating the female worker voice and making invisible distinctively gendered patterns of work in the face of an increasingly feminised labour force.
Focusing on the industrial agglomeration of information and communication technology firms in Cambridge, England, we first outline the nature of the inequalities in patterns of work and social interaction among female versus male employees within Cambridge's high-tech regional economy. Second, we demonstrate how these inequalities in turn constrain female employees' abilities to contribute to key processes widely theorised to underpin firms' innovative capacities and economic
competitiveness. Specifically, these self-identified constraints centre on female workers' abilities to: (a) act as agents of information and knowledge diffusion between firms; and (b) use new information and knowledge once they enter the firm. Overall, our results suggest that gender issues of social equity
at the level of the individual worker need to be explicitly integrated with issues of economic competitiveness at the levels of the firm and the region. This is a case not simply of female employees being socially excluded at work, but of their simultaneous exclusion from key elements of firms'
productive processes.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Corporate social responsibility institutional drivers a comparative study fro...Adam Shafi Shaik PhD.
ABSTRACT
This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of India and Saudi Arabia. Utilizing a mixed method of in-depth study selected companies & individuals, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, Government embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of India and Saudi Arabia, CSR toward non market stakeholders is more close
This document summarizes a paper that discusses how the future of work relating to diversity, competition, and market growth will impact organizational behavior and sustainability. It focuses on how Nigerian organizations may experience these changes differently than organizations in more developed contexts. Specifically, it explores how technology, structure, and culture will need to adapt for organizations to strategically position themselves for the future. The paper argues that aligning these aspects of an organization with trends in its market, like increasing diversity and competition, can strengthen its behavior and long-term viability.
The thesis examines women's participation in top management teams and its impact on strategic change and firm performance in China. It develops five hypotheses around these relationships. The study uses a sample of 284 publicly listed Chinese firms from 2007-2010 to test the hypotheses using multi-linear regression analysis. Key variables include the percentage of female top managers, measures of strategic change, and firm performance change. Control variables include firm age, size, and industry. The results will help understand the role of women in leadership and decision making in Chinese companies.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document discusses a presentation on corporate reputation as a misunderstood concept. It argues that corporate reputation should be viewed through the lenses of service-dominant logic. Seeing reputation as an operant resource, contextual filter, and dimension of value in use provides a new perspective. This approach views reputation as specific to service ecosystems and acknowledges the increased risks from reputation problems due to interconnected systems. The presentation aims to open new areas of research on defining, measuring, and using reputation within a service framework.
Annotated Bibliography for paper "Leadership, Ethics, and Communications: Fou...Bryan Hill
Links between effective organizational leadership, ethics, integrity, and communications. Impact of ethics on organizational communications; strategy; culture; human resources; organizational development and change; organizational and personal reputation; and impact on other organizational aspects. Organizational ethics policies and global ethics declarations. Scriptures from Judeo-Christian, Muslim, and Buddhist religions foundational to leadership, ethics, and communication principles.
The research on the relationship between boardroom diversity and corporate performance is highly mixed, with some studies finding positive impacts, others finding neutral or negative impacts, and results depending on methodology used. While diversity may improve decision-making, it can also decrease group cohesion and cooperation if not well-managed. Forced quotas intended to increase diversity can harm governance quality by leading to less experienced directors, but diversity is best addressed through focused recruitment of qualified professionals.
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
watch at least three of the following short videos from the PBS Fr.docxjessiehampson
watch at least three of the following short videos from the PBS Frontline World (Stories by Region - Africa) site or one longer documentary film from the PBS Frontline site. Frontline is a highly respected documentary film producer. While a few of the films are somewhat older, the content is relevant to our study of Sub-Saharan Africa and this week’s DB topic. If any of the links are inaccessible, simply select another film.
For this week's DB assignment you should discuss one or both of the following questions:
1. How much should Sub-Saharan Africa's current challenges (poverty, conflict, debt, etc.) be attributed to factors such as European colonization or outside forces such as globalization …or how much are they now the responsibility of Africans?
2. Does (and if so, how much) the international community have a responsibility to help Africans with challenges such as diseases (HIV/AIDS, Malaria, etc.), poverty, inequitable land distribution, ethnic and religious conflict, debt, etc.? If so, please give some specific examples of what should and can be done.
Here are a few links:
· Liberia: Give peace a chance - http://www.pbs.org/frontlineworld/rough/2007/05/liberia_give_pe.html
· Zimbabwe: Shadows and Lies - http://www.pbs.org/frontlineworld/stories/zimbabwe504/video_index.html
· South Africa: Inside the cycle of rape - http://www.pbs.org/frontlineworld/rough/2010/07/south_africa_a.html
· This Land is Ours: Who should own Namibia's farms? - http://www.pbs.org/frontlineworld/rough/2005/08/this_land_is_ou.html
· Somalia: A Reporter's Search for Al Qaeda - http://www.pbs.org/frontlineworld/rough/2007/02/somalia_a_repor.html
· Ghana: Digital Dumping Ground - http://www.pbs.org/frontlineworld/stories/ghana804
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regres ...
This document discusses how ownership influences business growth through competitive actions. It argues that private owners (both foreign and local) are better able to employ aggressive competitive actions to grow business than state owners. Firms with multiple owners, like international joint ventures, are less able to implement actions that drive growth compared to full ownership. The paper finds support for these arguments in a study of 106 firms in China, showing the principal-principal perspective better explains governance and competition in emerging markets than the principal-agent perspective.
This document summarizes research showing a link between organizational culture and financial performance metrics. The research analyzed data from 127 companies that completed an organizational culture survey. It found that companies scoring in the top 25% on culture traits like mission and adaptability significantly outperformed those in the bottom 25% on financial metrics like return on assets, sales growth, and market value over both the short and long term. Specifically, high-scoring companies earned 2-3 times more profit per dollar of assets and grew sales 2-3 times faster than low-scoring companies in the year surveyed. They also maintained these advantages in subsequent years. Thus, organizational culture can provide a sustainable competitive advantage impacting long-term financial success.
Working paper - Industrial Economics (only descriptive statistics)serena boccardo
Enterprise Surveys data gave almost no information on the total factor productivity performances of firms belonging to the former Soviet Union area. An analysis of gender gaps at the top - firm owners and CEOs - was suggested but not yet carried out.
This study examines the relationship between corporate social performance (CSP) and corporate financial performance (CFP) for 383 companies in Indonesia over 2002-2003. Specifically, it analyzes whether company size and industry affect the CSP-CFP relationship. Content analysis was used to measure CSP based on dimensions like community, diversity, environment, and products. Financial data came from annual reports. The study aims to add to literature on developing countries and examine the impact of moderating variables on the CSP-CFP relationship. Hypotheses are that the relationship is positive and moderated by size and industry.
Managing diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing divManaging diversity becomes one of the most important factors in ensuring company competitiveness. This paper explores the theory about diversity management and compares it with the practices in organizations and then examines the organizations’ diversity programs through their employees’ perceptions. The findings illustrate that there is a gap between managing diversity theories and practices in organizations and some barriers in implementing diversity program, especially in the hospitality industry.ersity program, especially in the hospitality industry.
Corporate Governance And Earnings Management In Latin American Marketsjesaenz
This document summarizes a research paper that examines the relationship between corporate governance mechanisms and earnings management in Latin American markets. The researchers analyze how factors like board size, ownership structure, and government effectiveness impact earnings management. They find that larger boards are less effective at oversight and increase earnings manipulation. Ownership concentration and more frequent board meetings reduce manipulation. Countries with lower corruption and stronger rule of law also have less earnings management. This study contributes to understanding how corporate governance impacts financial reporting quality in emerging markets.
Informational role for managing an increasing diversity of a salesforceAlexander Decker
The document discusses managing diversity in a salesforce. It begins by defining salesforce diversity and why effectively managing it is important. It then discusses challenges like discrimination and biases sales managers may face. The theoretical framework of limited differences is presented, suggesting small differences in treatment can lead to large disparities over time. Informational roles for sales managers are examined, specifically communicating fairness, policies, and supporting diversity initiatives. A study of 350 salespeople tested these roles' effects. Results found communicating fairness and policies significantly helped effective diversity management. The document concludes sales managers should continually evaluate fair treatment and support diversity.
This document summarizes a paper that explores the roles of corporate HR functions in multinational companies (MNCs). It discusses how issues of coordination, standardization, and customization are important in MNCs. The paper presents results from case studies of 6 MNCs to identify the activities of corporate HR departments and the processes used to design, develop, and implement those activities. The roles of HR are found to depend on the organizational context, including whether the company operates internationally.
Although recognition of the significance of gender divisions continues to transform economic geography, the discipline nevertheless remains highly uneven in its degree of engagement with gender as a legitimate focus of analysis. In particular, although social institutions are now widely
regarded as key determinants of economic success, the regional learning and innovation literature remains largely gender blind, simultaneously subordinating the female worker voice and making invisible distinctively gendered patterns of work in the face of an increasingly feminised labour force.
Focusing on the industrial agglomeration of information and communication technology firms in Cambridge, England, we first outline the nature of the inequalities in patterns of work and social interaction among female versus male employees within Cambridge's high-tech regional economy. Second, we demonstrate how these inequalities in turn constrain female employees' abilities to contribute to key processes widely theorised to underpin firms' innovative capacities and economic
competitiveness. Specifically, these self-identified constraints centre on female workers' abilities to: (a) act as agents of information and knowledge diffusion between firms; and (b) use new information and knowledge once they enter the firm. Overall, our results suggest that gender issues of social equity
at the level of the individual worker need to be explicitly integrated with issues of economic competitiveness at the levels of the firm and the region. This is a case not simply of female employees being socially excluded at work, but of their simultaneous exclusion from key elements of firms'
productive processes.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Corporate social responsibility institutional drivers a comparative study fro...Adam Shafi Shaik PhD.
ABSTRACT
This study develops an internal–external institutional framework that explains why firms act in socially responsible ways in the emerging country context of India and Saudi Arabia. Utilizing a mixed method of in-depth study selected companies & individuals, the author found that internal institutional factors, including ethical corporate culture and top management commitment, and external institutional factors, including globalization pressure, Government embeddedness, and normative social pressure, will affect the likelihood of firms to act in socially responsible ways. In particular, implicit ethical corporate culture plays a key role in predicting different aspects of corporate social responsibility (CSR), while external institutional mechanisms mainly predict market-oriented CSR initiatives. This study contributes to the research on CSR antecedents by showing that in the emerging economy of India and Saudi Arabia, CSR toward non market stakeholders is more close
This document summarizes a paper that discusses how the future of work relating to diversity, competition, and market growth will impact organizational behavior and sustainability. It focuses on how Nigerian organizations may experience these changes differently than organizations in more developed contexts. Specifically, it explores how technology, structure, and culture will need to adapt for organizations to strategically position themselves for the future. The paper argues that aligning these aspects of an organization with trends in its market, like increasing diversity and competition, can strengthen its behavior and long-term viability.
The thesis examines women's participation in top management teams and its impact on strategic change and firm performance in China. It develops five hypotheses around these relationships. The study uses a sample of 284 publicly listed Chinese firms from 2007-2010 to test the hypotheses using multi-linear regression analysis. Key variables include the percentage of female top managers, measures of strategic change, and firm performance change. Control variables include firm age, size, and industry. The results will help understand the role of women in leadership and decision making in Chinese companies.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
The document discusses a presentation on corporate reputation as a misunderstood concept. It argues that corporate reputation should be viewed through the lenses of service-dominant logic. Seeing reputation as an operant resource, contextual filter, and dimension of value in use provides a new perspective. This approach views reputation as specific to service ecosystems and acknowledges the increased risks from reputation problems due to interconnected systems. The presentation aims to open new areas of research on defining, measuring, and using reputation within a service framework.
Annotated Bibliography for paper "Leadership, Ethics, and Communications: Fou...Bryan Hill
Links between effective organizational leadership, ethics, integrity, and communications. Impact of ethics on organizational communications; strategy; culture; human resources; organizational development and change; organizational and personal reputation; and impact on other organizational aspects. Organizational ethics policies and global ethics declarations. Scriptures from Judeo-Christian, Muslim, and Buddhist religions foundational to leadership, ethics, and communication principles.
The research on the relationship between boardroom diversity and corporate performance is highly mixed, with some studies finding positive impacts, others finding neutral or negative impacts, and results depending on methodology used. While diversity may improve decision-making, it can also decrease group cohesion and cooperation if not well-managed. Forced quotas intended to increase diversity can harm governance quality by leading to less experienced directors, but diversity is best addressed through focused recruitment of qualified professionals.
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
This document summarizes a study that examined the impact of workforce diversity on employee performance in Egyptian pharmaceutical organizations. The study surveyed 300 middle-level managers across five major pharmaceutical companies in Egypt. The results showed that gender and education background were significant factors in explaining differences in employee performance, while age diversity was not a significant factor. The document provides context on how workforce diversity can impact employee performance both positively and negatively, and outlines the study's methodology involving questionnaires distributed to managers across various pharmaceutical companies in Egypt.
watch at least three of the following short videos from the PBS Fr.docxjessiehampson
watch at least three of the following short videos from the PBS Frontline World (Stories by Region - Africa) site or one longer documentary film from the PBS Frontline site. Frontline is a highly respected documentary film producer. While a few of the films are somewhat older, the content is relevant to our study of Sub-Saharan Africa and this week’s DB topic. If any of the links are inaccessible, simply select another film.
For this week's DB assignment you should discuss one or both of the following questions:
1. How much should Sub-Saharan Africa's current challenges (poverty, conflict, debt, etc.) be attributed to factors such as European colonization or outside forces such as globalization …or how much are they now the responsibility of Africans?
2. Does (and if so, how much) the international community have a responsibility to help Africans with challenges such as diseases (HIV/AIDS, Malaria, etc.), poverty, inequitable land distribution, ethnic and religious conflict, debt, etc.? If so, please give some specific examples of what should and can be done.
Here are a few links:
· Liberia: Give peace a chance - http://www.pbs.org/frontlineworld/rough/2007/05/liberia_give_pe.html
· Zimbabwe: Shadows and Lies - http://www.pbs.org/frontlineworld/stories/zimbabwe504/video_index.html
· South Africa: Inside the cycle of rape - http://www.pbs.org/frontlineworld/rough/2010/07/south_africa_a.html
· This Land is Ours: Who should own Namibia's farms? - http://www.pbs.org/frontlineworld/rough/2005/08/this_land_is_ou.html
· Somalia: A Reporter's Search for Al Qaeda - http://www.pbs.org/frontlineworld/rough/2007/02/somalia_a_repor.html
· Ghana: Digital Dumping Ground - http://www.pbs.org/frontlineworld/stories/ghana804
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regres ...
This document summarizes a study on employees' perceptions of workforce diversity and its impact on job satisfaction in a South African public service department. The study investigated how employees view diversity in their workplace and whether diversity affects their job satisfaction. A sample of 90 employees completed a questionnaire assessing the impact of 7 factors (age, marital status, ethnicity, income, tenure, qualifications, job title) on employee commitment. 5 factors were found to potentially impact commitment, but gender did not have a significant effect. The study aimed to identify employees' views of diversity, examine how diversity relates to job satisfaction, and provide recommendations to address problems caused by diversity. It used the similarity-attraction theory as a framework to hypothesize that positive attitudes towards diversity
Corporate culture and organizational effectivenessAlexander Decker
This document summarizes a study that examined the effect of corporate culture on organizational effectiveness in the Nigerian banking industry. The study surveyed 388 managers from 24 Nigerian banks. It found that adaptability positively influences profitability and market share, but not productivity. Shared mission, employee involvement, and shared values were positively related to profitability, productivity, and market share. The study concluded that corporate culture significantly influences organizational effectiveness. It recommends that in addition to adaptability, organizations should minimize costs and waste and share their mission and values with employees to promote effectiveness.
Does diversity matter- exploring workforce diversity, diversitymanagement, an...drkhaledshukran
This article examines workforce diversity, diversity management, and organizational performance in social enterprises. It conducted interviews with 14 individuals from social enterprises in Los Angeles, including top managers and regular employees. The study found high levels of diversity in gender, race, education and sexual orientation but low diversity in age and values. Workforce diversity and diversity management were seen as positively impacting performance. However, while diversity management was considered important, it was not widely implemented. The study provides insights into how diversity and diversity management can support sustainability in social enterprises.
Sungjoo Choi Kennesaw State University Hal G. Rainey Univers.docxmattinsonjanel
Sungjoo Choi
Kennesaw State University
Hal G. Rainey
University of Georgia
Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance
Current Trends in Public Personnel Administration
Sungjoo Choi is an assistant professor in the Department of Political Science at Kennesaw State University. She received her doctorate from the University of Georgia. Her research interests include diversity management, organizational justice, perfor- mance management in public organizations, and comparative public administration. E-mail: [email protected]
Hal G. Rainey is Alumni Foundation Distinguished Professor in the School of Public and International Affairs at the University of Georgia. His book Understand- ing and Managing Public Organizations was published in 2009. This year, he received the Dwight Waldo Award from the American Society for Public Administration.
E-mail: [email protected]
Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies
by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively
to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity.
The American workforce has been increasingly diversified by greater access to jobs for women and minorities. Diversity and representation “politically integrate a diverse nation with a measure of legitimacy” (Brewer 2002, 1), but also enhance social justice (Kellough 1990; Krislov and Rosen- bloom 1981). Understanding the impacts of diversity on organizational outcomes, such as organizational performance, employee satisfaction, and turnover,
has become essential (Milliken
pursuing affirmative action programs to taking advan- tage of differences to improve organizational effective- ness (Wise and Tschirhart 2000). Recent research has investigated diversity in relation to organizational effectiveness.
Public organizations, through equal employment opportunity (EEO) and affirmative action programs, have been more committed to workforce diversity than have private organizations, resulting in a higher lev ...
This document reviews the influence of social reference groups on women's buying behavior. It finds that women are influenced by informational, utilitarian, and value-expressive reference groups, though the influence varies across women segments. Studies show informational and utilitarian reference groups have the most influence overall. Women are generally more influenced by reference groups than men during purchases, as women are more socially connected. Younger working women often make joint decisions with spouses, while housewives have husbands as dominant decision makers. Some products see working women making individual decisions unlike housewives. Younger women are also more susceptible to friends' opinions than older women. The conspicuousness of a product also impacts the level of reference group influence on women consumers
Managing Workforce Diversity in Competitive Environmentinventionjournals
This document discusses managing workforce diversity in a competitive environment. It defines diversity and identifies its various dimensions. It explores the benefits of a diverse workforce, such as improved decision making and increased creativity, but also notes potential challenges like increased conflict. The document outlines different approaches to diversity management that have evolved over time, from assimilation to managing diversity to recognize different cultures. It discusses the need for diversity management in India due to its highly diverse workforce. Effective diversity management practices can help companies better understand and serve diverse customer groups and access a wider talent pool.
Diversity Programs at the WorkplaceTeam CRES35110.docxjacksnathalie
Diversity Programs at the Workplace
Team C
RES/351
10/16/13
REZA MAHALLATI
Running head: PREPARING TO CONDUCT BUSINESS RESEARCH: PART 1
1
PREPARING TO CONDUCT BUSINESS RESEARCH: PART 1
5
Diversity Programs at the Workplace
Abstract
The contemporary idea on diversity extends the scope and recognizes diversity as an array of items characterized by variances and similarities. Numerous aspects such as escalating arrival of immigrants, strategic alliances among firms, and the growing rate of globalization of businesses has considerably influenced dynamics in diversity (Bohlander, George & Snell, 2007). The purpose of this research proposal is to look at some of the diversity issues in my organization. The proposal highlights various elements such as purpose, the research questions, hypotheses, ethical considerations and other variables. In addition, the proposal will highlight significance, scope, magnitude and feasibility of exploring diversity programs at my workplace.
Introduction
Diversity is the montage of persons who express an array of backgrounds, techniques, viewpoints, and principles as resources to organizations with which they share (Rasmussen, 1996). Reasons contributing to the rise in diversity include the influx of immigrants, strategic alliances, and skills search, demographic dynamics and the rising globalization of businesses. Divergences among individuals and systems shape an organization’s ability to establish broad perspectives and to address emerging business challenges (Talbot-Allen, 1995). Because of the emerging developments in diversity, firms are striving to align programs that embrace these developments and how they can successfully exploit diversity for competitive advantage (Wentling & Palma-Rivas, 1998). Latest researches by Teradata Corporation suggest that an average worker stays in a company for approximately 3.6 years and the rate is expected to decline. This high turnover will raise diversity through newly hired workers.
Purpose of study
The intention of this study is to search for an appreciation and understanding on the development of diversity programs and among companies that operate domestically and those with international presence. In the recent years, the number of companies seeking introduction of diversity programs has risen considerably even though the numbers vary among various organizations (Fine, Johnson, & Ryan, 1990). The study will center on selected organizations that have operations in the local market and others that have international presence in the last decade. This study will allow us to identify the existing trends in diversity components at the two sets of organizations with the intension of developing suitable programs to address any findings.
Context of study
Until recently, the concept of diversity had not taken a prominent position among the critical issues facing organizational management. Recent studies demonstrate that more organizations are considering dive ...
This document summarizes a study that analyzed differences in business performance and obstacles between male-owned and female-owned enterprises in India using survey data from 9,281 firms. The study found that female-owned firms comprised about 8% of top managers and 15% of owners. Female-owned firms differed significantly from male-owned firms in location, size, type and age. Tests also showed significant differences in annual sales growth, labor productivity growth and capacity utilization between the two ownership groups. Female owners perceived fewer business obstacles. The study provides insights into how enterprise characteristics and performance vary by gender to help design policies promoting gender-based businesses.
Diversity and Inclusion in the VA Workforce by U.S. Department of Veterans A...Atlantic Training, LLC.
This document provides an overview of diversity and inclusion training presented by the Deputy Assistant Secretary of the Office of Diversity and Inclusion at the U.S. Department of Veterans Affairs. The training objectives are to define diversity, raise awareness of diversity issues, and recommend tools to foster cohesion. Diversity is defined as people bringing varied backgrounds and perspectives. Distinctions are made between equal employment opportunity, affirmative action, and diversity and inclusion. Primary and secondary dimensions of diversity are identified. Benefits of workforce diversity and inclusion include improved performance and productivity. The business, economic, and human imperatives for diversity are discussed. Best practices for promoting diversity and inclusion are recommended.
- The document discusses non-collaborative relationships between businesses and how they can enhance innovation, especially for small and medium enterprises (SMEs).
- While collaborative relationships are important for innovation, the literature also supports how non-collaborative or informal relationships can provide outside insights and perspectives that help improve innovations.
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This study examines potential barriers to workplace diversity and strategies to enhance diversity and inclusiveness. The researchers surveyed 300 IT employees in India. They found that the most common barriers to accepting diversity were discrimination and prejudice. The most effective strategies for improving diversity were unleashing creativity/performance, increasing employee morale/productivity/retention, and giving employees opportunities to advance. The study concludes that managing diversity well can lead to more committed and satisfied employees, better performance, and potentially better financial results for organizations.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document summarizes the findings of three surveys from 1997 to 2000 on work/life balance strategies in Australian organizations. The surveys found that the most common work/life balance strategies offered were part-time work, study leave, flexible hours, and working from home occasionally. However, employee usage of available strategies lagged behind implementation, with only 6% of organizations reporting over 80% employee usage. Major barriers to effective work/life balance included an organizational culture that rewards long hours over other commitments, unsupportive work environments for those with external commitments, and lack of management support. While some strategies have been adopted, substantial challenges remain in fully implementing and managing work/life balance.
Jakari Griffith - An Examination of Interracial ContactJakari Griffith
This document summarizes a research article that examines how cross-race interpersonal efficacy and affect regulation may influence the outcomes of interracial contact as proposed by contact theory. The article provides background on contact theory and research showing mixed results. It discusses how social cognitive factors like efficacy and emotion regulation could help explain the variability in contact theory outcomes. The researchers propose that contact conditions may lead to more positive diversity outcomes when individuals have higher cross-race interpersonal efficacy and stronger affect regulation abilities.
Gender diversity on corporate boards a case of indiaIAEME Publication
The document summarizes a study examining gender diversity on the boards of 185 companies listed on India's BSE500 index over six years. Some key findings include:
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- The study estimated a 30% increase in women on boards in the next five years and a 61% increase over ten years based on current trends.
- Women held few board or committee chair/membership positions, suggesting they may be token representatives without real influence.
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Effects of managing gender of employees in enhancing organizational performance. a case study of kenya ports authority
1. European Journal of Business and Management
www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.21, 2013
Effects of Managing Gender of Employees in Enhancing
Organizational Performance. A Case Study of Kenya Ports
Authority
Edward Ngao and Charles Mwangi
Jomo Kenyatta University of Agriculture and Technology P.O Box 81310-80103 Mombasa
Corresponding author: *ewanjalangao@yahoo.com
Abstract
More than ever before managers are finding themselves at the center of managing workforce diversity as they
align their business to cope with the fast changing business requirements and people demands. Indeed workforce
diversity is top of the mind of business leaders who are keen to positively influence labor productivity and
organization success. This is because they see diversity as a significant business risk whose constraints impact
the growth and profitability of their organization. Besides a huge percentage of the global Chief Executive
Officers expect significant change in the way their organizations manage workforce diversity. This change is
expected to go beyond the generally held believe that diversity management deals with fair employment to
strategic consideration of the broad effects and hidden potentials of diversity. The aim of this research was to
explore the effects of managing gender diversity to enhance organizational performance. This study was a
descriptive research. Data was collected from sixty employees of the Kenya Ports Authority (KPA) which is a
profit making public institution in Kenya. Theoretical model and hypothesis in this study were tested using
Statistical Package of Social Sciences (SPSS). The results indicated that gender, age and marital status greaty
impact on organization performance and success. In addition the study recommended that KPA should recruit a
more diverse workforce as it will result to improved synergy in decision making, better understanding of
customer’s needs, and increased flexibility in staffing. This should however be reinforced through well
formulated human resource policies and practices.
Key Words: Gender, diversity, organizational performance, workforce.
Background Information
The world's increasing globalization requires more interaction among people from diverse cultures, beliefs, and
backgrounds than ever before. People no longer live and work in an insular marketplace. They are now part of a
worldwide economy with competition coming from nearly every continent. For this reason profit and non-profit
organizations must embrace diversity, creativity and flexibility. Maximizing and capitalizing on workplace
diversity has become a strategic challenge for management today. Demographic changes, increasing rate of
women in the workplace, organizational restructuring, and equal opportunity legislation require organizations to
review their management practices and develop new and creative approaches to people management.
The gender diversity-performance relationship can be derived from the resource-based view of the firm.
According to this view, a firm can gain a sustained competitive advantage if it takes advantage of its valuable,
rare, inimitable, and non-substitutable resources Barney, (1991). Barney (2001) noted that past empirical
research on the resource based view of the firm suggests that intangible and socially complex resources such as
employee competence are a better source of sustained competitive advantage than tangible resources such as
scale of operations. The intangible and socially complex resources that derives from gender diversity include
market insight, creativity and innovation, and improved problem- solving (McMahan,B ell &Virick 1998) Men’s
and women’s different experiences (Nkomo&Cox,1996) provide insight into the different needs of male and
female customers. Further, gender diversity enhances employees’ overall creativity and innovation because of
the combination of different skills, perspectives and backgrounds (Egan, 2005). In addition a gender-diverse
workforce can produce high quality decisions because men and women bring different perspectives leading to
1
2. European Journal of Business and Management
www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.21, 2013
varied alternatives (Rogelberge&Rumery, 1996). These varied alternatives are then evaluated from different
angles, leading to a better understanding of their impact on both soft and hard measures of organizational
performance such as corporate reputation and financial performance (Campbell&Minguez-Vera, 2008).The
resources of market insight, creativity, innovation, and improved problem solving are valuable, rare, inimitable
and non-substitutable. They are valuable because they drive business growth (Robinson&Dechant, 1997). They
are also considered rare. For instance, creative ideas which lead to competitive strategies are rare (Oetinger,
2001). These resources cannot be easily accessed or copied by homogenous organization (Frink et al., 2003).
Therefore, they are largely inimitable. There are no readily-available substitutes for these resources. In sum,
organizational gender diversity is associated with intangible and socially complex resources that can provide a
firm with a sustained competitive advantage. This competitive advantage should lead to higher organizational
performance (Gant, 1991).
Empirical research supports the argument that gender diversity is positively linked to an organization’s
performance. McMillan-Capehart (2003) used the resource-based view of the firm to argue that gender diversity
at the management and organizational levels can provide a firm with a competitive advantage. The study’s result
found a positive relationship between gender diversity and performance when performance was operational zed
as a return on equity. Further, Frink et al.(2003) conducted two organizational level empirical studies to examine
the relationship between women’s representation and performance, measuring performance differently in each
study. The overall results support the authors’ argument that an organization’s performance would increase when
gender diversity is maximized (50 percent women representation). Perceptions of organization’s attractiveness
are important, as they impact on valued organizational outcomes such as competitiveness in the labour market
(Ryness& Barber, 1990; Thorsteinson &Highhouse, 2003). Researchers found that a greater organizational
emphasis on gender diversity management programs have a positive effect on organizational attractiveness
among women, as women are the intended beneficiaries of the programs Konrad & Hartman, (2001); Kravitz
&Platania, (1993) K.M.Thomas &Wise, (1999) Touga & Beaton,(1992). The effect on the other hand is negative
on men, who are “non-beneficiaries” Truxillo &Bauer (1994). However, empirical tests of these propositions
have produced inconsistent findings Kravitz et al., 1997; Truxillo &Bauer,(2000).
For example whereas some researchers have indicated that women react positively to diversity that benefits men
Beaton &Touglas, (2001); Touglas&Beaton, (1993,) others have found it to be the reverse Matheson,
Echenberg, Taylor, Riverse, &Chow,(1994).
In order to help explain the mixed findings, researchers have called for studies that look beyond between –sex
differences and incorporate within –sex differences in individual characteristics such belief and attitudes Bell,
Harrison & McLaughlin,( 2000), Harrison, Kravitzetal (1997) Mayer, Leslie & Lev-Arey,( 2006 ) Konrad &
Hartmann, (2001) Truxillo & Bauer, (2000). Gender identity centrality is an indicator of the strength of a
person’s consciousness of belonging to his or her gender group (Cameron, 2001). Prior to social identity research
has found that individuals who identify more strongly with their demographic group are more likely to view a
sense of common fate with the group Tajfel,1982,Turner,( 1987). Thus, both men and women with stronger
gender identity centrality feel a greater vested interest in the fortunes of their respective gender group than with
men and women with weaker gender identity centrality. The former is likely to favor programs they perceive as
furthering the interests of their gender group and be opposed to those that perceive as hurting their interests
Cameron, (2001), Lowery, Unzueta& Knowles,( 2006); Randel, (2002). Furthermore, individuals who identify
strongly with their demographic group desire to see their group portrayed in a positive light.(Tajfel,1982,Turner
,1987,). Thus, prior research conducted by Cameron &Lalonde,( 2001) Lowery et al.(,2006)and Randel, (2002)
suggest that both men and women with higher gender identity centrality will show greater desire to see their
respective gender groups valued through appointment to top management positions than with those with lower
gender identity centrality. Therefore the more an individual identifies with his or her gender, the more personal
and self-relevant will be gender diversity management effort on assessment of organizational attractiveness.
Researchers have noted that both men and women differ within their demographic groups as to how positively
they view affirmative action policies Kravitz &Platania,( 1993), Truxillo& Bauer, (2000). Whereas some view
them as positive ,others see them as unnecessary Swim, Aikin, Hall &Hunter, (1995) Women see affirmative
action portraying them as weaker candidates and feel uncomfortable with the stigma of being perceived as
benefiting from preferential treatment Heilman, Simon& Repper, (1987), Mathelson et al.(1994). Men with
positive attitudes towards affirmative action for women perceive that such programs are required to facilitate
equality in the workplace. Individuals may differ to the extent to which they believe that workplace
discrimination against women exists
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Gender often plays a significant role in affecting employee performance, performance ratings, and related human
resource decisions Sturman, (2003). The effect of gender on different outcomes is especially important in the
work environment (Nelson and Burke, 2002). When job performance is assessed by supervisors and managers,
ratings of male and female workers may be influenced by gender stereotyping leading to more negative
evaluations of women’s job related activities (Maurer and Taylor, 1994; Nieva and Gutek, 1989). Indeed recent
studies support the view that sex-role stereotypes still exist in the workplace Goldman et al., (2006) and that they
are likely to be associated with men receiving more favorable performance appraisals than women Lyness and
Heilman, (2006) Watkins et al., (2006)
Objectives of the Study.
The general objective of the study is to explore the effects of managing workforce diversity to enhance
organizational performance.
The specific objectives of the study is;1.
2.
3.
To determine the effects of gender of employees on organizational performance
To examine the effects of age of employees organizational performance
To highlight the effects of marital status of employees on organizational performance
Research Questions
In order to effectively achieve the above objectives, the researcher used the following questions during the study:
1.
2.
3.
What are the effects of Gender of employees on organizational performance?
What are the effects of age of employees on organizational performance?
What are the effects of marital status of employees on organizational performance?
Scope of the Study
The study sought to examine the effects of workplace diversity on enhancing organization performance a case
study of Kenya Ports Authority which is located in Mombasa County. The research took three months. The
information obtained will enable the Kenya Ports Authority to improve on it diverse workforce as a competitive
advantage.
Conceptual Framework
The independent variable include gender, age and marital status which affects the dependant variable;
organization performance.
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Figure: 2.3. Conceptual Frameworks
Independent Variables
Dependent Variable
Gender
Organizational
Performance
Age
Marital Status
Source: Author 2013
Research Methodology
A descriptive research methodology was used for this study. The target population of this study consisted of
employees of KPA from the entire selected six department, namely; Human resources, administration, pension,
Information technolog, Bandari College &Accounts. A non-probability restricted purposive judgmental sampling
was used to divide the population into two homogenous groups; managers and administrative staff. A stratified
random sampling was used before a simple random sampling was conducted to obtain a sample of 20% of the
employees of KPA comprising of 10 managers and 40 staff. Both qualitative and quantitative methods were used
to collect data using a semi-structured questionnaire sent through email and others administered by hand
delivery. Data was analyzed using Statistical Package for Social Sciences (SPSS) and presented in the form of
frequencies and percentages, charts and tables.
Research findings and discussions
The researcher administered 60 questionnaires and fifty five of them were returned duly filled and completed.
This gives a response rate of 91.7 percent. The respondents were asked to indicate their gender to enable the
researcher to get an in-depth analysis of the response along gender lines, should the need arise. The responses are
as presented in the table 1.1 below:Table 1.1 The gender of the respondents
Gender
Frequency
30
Male
25
Female
Percentage
55%
45%
Total
100%
55
The following section shows how the objectives were measured by analyzing specific items which were
targeting particular variables in the study.
Whether or not gender diversity of employees affects organizational performance
The researcher sought to establish from the respondents whether gender of employees affect organizational
performance or not?
Table 1.2 Whether or not gender of employees affect organizational performance
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Does gender affect organization performance
Frequency
percentage
Yes
20
36%
No
35
64%
Total
55
100%
From table 1.2 above, 36 % of the total sampled employees believe that gender of employees does affect
organizational performance as compared to 64% who believe that gender of employees does not affect
organizational performance.
The extent to which gender of employees affects organizational performance
The researcher went ahead to ask the respondents to what extent does gender of employees affect organizational
performance and the outcome is shown in the Table 2.2 below:Table 2.2 Extent of the effects of gender on organizational performance
Explanation of the effects of gender of employees on organizational performance
There were varying opinions on their explanations as to the effects of gender on organizational performance.
Some gave varying views that most women go on maternity leave and because an alternative may not be found
immediate work suffers, while others intimated that it is performance that matters. Others were of the view that
To what extent does gender affect organization performance
Frequency
percentage
Very high extent
2
4%
High extent
8
15%
Low extent
29
53%
Very low extent
16
29%
Total
55
100%
some jobs &positions are meant for men only while others said there is no gender balance in their work place.
Summary on the effects of gender of employees on organizational performance
The objective of the study was to examine the effects of gender of employees on organizational performance. As
a result and in relation to effects of gender of employees it was established that gender of employees does not
affect organizational performance with36 % of the total sampled employees indicating that gender of employees
does affect organizational performance as compared to 64% who believe that gender of employees affect
organizational performance. It is a fact that whenever women go on maternity leave, another alternative has to be
sourced and this affects performance on the job However gender is still a major issue at KPA because the male
counterparts still believe that there are some jobs and positions that are meant for men only which reinforces the
point that there is gender imbalance at KPA which in effect affect organization overall performance.
Discussions
A diverse workforce is a reflection of a changing world and workplace. Diverse work teams bring high value to
organizations. Respecting individual differences will benefit the workplace by creating a competitive edge and
increasing work productivity. Diversity management benefits associates by creating a fair and safe environment
where everyone has access to opportunities and challenges. Management tools in a diverse workforce should be
used to educate everyone about diversity and its issues, including laws and regulations. Most workplaces are
made up of diverse cultures, so organizations need to learn how to adapt to be successful
A well planned communication process together with flexibility and sensitivity will facilitate a better
understanding of each other’s differences. We propose that a viable approach to managing the ageing workforce
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and the broader issue of workforce diversity would be to view these as a central aspect of formulating corporate
human resource strategy.
The extent to which managers recognize diversity and its potential effects defines an organization’s approach to
managing the diversity Adler, (1997). No organization in this world of globalization would survive without
workforce diversity. It is the duty of the management to critically evaluate the effects of workforce diversity in
their organization. On the other hand the management should put in place conditions which would enhance the
workforce diversity in their organizations, more especially in their strategies formulation on the diversity of the
workforce. Hence, with the diversity of the workforce, the organization would be internally and externally
competitive. Although, the process of diversification of organizations has six stages: denial; recognition;
acceptance; appreciation; valuing; and utilization Porras, (1991). It is believed that organizations should put in
place strategies to enhance workforce diversity. In terms of organizational learning, organizations are still stuck
on the problem of getting people to value diversity and have not yet determined ways to utilize and exploit it
(Porras, 1991). It is the approach to diversity, not the diversity itself which determines the actual positive and
negative outcomes (Adler, 1997). Managing diversity in organizations is absolutely dependent upon the
acceptance of some primary objectives to which employees are willing to commit, such as the survival of the
firm (Gentile, Afr. J. Bus. Manage. 1994). In today's fast-paced work environment a successful organization is
one where diversity is the norm and not the exception Lawrence, (2001).
It is extremely important for KPA to understand that workforce diversity if properly enhanced will help create a
work environment in which male and female employees and customers feel integrated. The demographics of
Kenya and the world at large are rapidly changing, and workforce diversity is vital for firms that desire to thrive
in the future. Discrimination is costly not only on the individual level, but also on the corporate level and even
on a national level.
Recommendations
1. A more diverse workforce at KPA will result to improved decision making, better understanding of
customers’ needs, and increased flexibility in staffing.
2. The number of women, minorities, younger and older workers continues to increase; KPA must ensure that
they meet the needs of these workers and not to discriminate in their human resources policies and practices.
3. Individuals have careers that generally progress through a series of stages that each has a different set of
concerns and issues, although boundaries less careers have become more common.
4. KPA should introduce family-friendly benefits, such as flexible work schedules, liberal leave policies,
dependent care, and work-stress management seminars, to help workers meet the challenges faced by two-career
families, single parents, and the older and younger workers, among others.
REFERENCES
Adler, N.J. (1986). Cultural Synergy: Managing the Impact of Cultural Diversity in the 1986.
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Allen R, Dawson G, Wheatley K, White, CS (2004). Diversity Practices: Learning Response for Modern
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Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17:
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resource-based view. Journal of Management, 27: 643-650.
Campbell, K., & Mãnguez-Vera, A. (2008) . Gender diversity in the boardroom and firm financial performance.
Journal of Business Ethics, 83: 435-451
Childs, J.T. Jr. (2005). Workforce diversity: A global HR topic that has arrived. In M. Losey,S. Meisinger & D.
Ulrich (Eds.), The future of human resource management: 110-118. Hoboken, NJ: Wiley.
Cox, T., Jr., & Blake, S. (1991). Managing cultural diversity: Implications for organizational Competitiveness.
The Executive,
Devoe, Deborah. (1999). Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group.
Egan, T. M. (2005). Creativity in the context of team diversity: Team leader perspective. Advances.
First Author (Edward Ngao). He was born in 1975 in Kakamega Kenya. Holds Bachelor of Arts Degree in
theology- Kiev University Ukraine 2010 and MSc in human resource management at Jomo Kenyatta University
Mombasa Kenya.
Second Author (Charles Mwangi) he was born in Nyandarua Kenya in 1968.He is a PhD student (human
resource management) at Jomo Kenyatta University of Agriculture and Technology Juja Kenya and MSc human
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ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.21, 2013
resource management of Jomo Kenyatta University of Agriculture and Technology Juja Kenya 2013.He holds a
Bachelor of Arts degree ( social sciences) Egerton University Njoro Kenya 1994 , Post Graduate diploma in
human resource management, Profesco business trainers Nairobi Kenya 1998.He is a full member of the Institute
of human resource management (IHRM) Kenya 1995 and International and labour relations association Geneva
2004.
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