WORKFORCE DIVERSITY MANAGEMENT AND EMPLOYEE PERFORMANCE IN STATE DEPARTMENT FOR INVESTMENT PROMOTION, KENYA

Doreen Gatwiri, Dr. Scholastica Wamwayi

Abstract


As workforce composition becomes increasingly diverse, organizations face significant challenges in managing diversity and ensuring employee performance. This study investigates these challenges within the State Department for Investment Promotion (SDIP) in Kenya, focusing on how workforce diversity management impacts employee performance. The study aimed to assess the effectiveness of diversity management practices and their influence on employee performance within SDIP. The research sought to analyze external workforce dimensions and their effects on employee performance and examine how specific elements of organizational culture affect performance in the context of managing a diverse workforce. Guided by Social Identity Theory and Organizational Support Theory, the study utilized a stratified sampling technique targeting a population of 620 employees from various levels (management, operational, and support) across four agencies within SDIP. Using the Yamane formula, a sample size of 244 was determined. A pilot study with 30 employees was conducted to test the validity and reliability of the research instruments. Data collection involved self-administered questionnaires, with a final response rate of 219 completed surveys. Cronbach’s Alpha was employed to ensure instrument reliability, meeting the threshold of 0.7 or above. Factor analysis confirmed tool validity, with factors meeting the threshold of 0.5 or above. Data analysis was performed using statistical tools, with supplementary visualizations. Descriptive and inferential statistics were used for data analysis. Descriptive statistics provided insights through tables, figures, and graphs, while Multiple Regression analysis tested the research questions by examining the influence of independent variables on employee performance. The findings revealed that external workforce dimensions (p = 0.000), and elements of organizational culture dimensions (p = 0.016) had significant impacts on employee performance. The study concludes that external workforce dimensions and elements of organizational culture show measurable impacts. It is recommended that SDIP ensures diversity management policies are clearly communicated to align external workforce dimensions with organizational goals, develops metrics to track how education and experience influence performance, invests in training programs to enhance skills, fosters an inclusive culture through feedback and recognition systems, and reviews employment types to ensure they align with performance goals. Implementing these strategies can help SDIP better manage its diverse workforce and enhance overall employee performance.

Key Words: State Department for Investment Promotion (SDIP), Diversity Management Practices, Employee Performance, External Workforce Dimensions, Elements Of Organizational Culture 


Full Text:

PDF

References


Ab Wahab, M. &. (2020). Chasing productivity demands, worker well-being, and firm performance. The moderating effects of HR support and flexible work arrangements, 1823-1843.

Al Khajeh, E. H. (2018). Impact of leadership styles on organizational performance. Journal of Human , 1-10.

Alabi. (2021). Employee performance management and its influence on organizational success in Nigeria. African Journal of Business Management, 12(3), 76-89. doi:10.9012/ajbm.2021.0789

Becker, G. S. (1964). Human capital: A theoretical and empirical analysis, with special reference to education. Chicago: University of Chicago Press.

Bhandari, P. (2022, November 30). Data Collection | Definition, Methods & Examples. From Scribbr: https://www.scribbr.com/methodology/data-collection/

Bizri, R. (2018). Diversity management and OCB: The connection evidence from the Lebanese banking sector. Equality, Diversity and Inclusion, 233-253.

Blau, P. M. (1964). Exchange and power in social life. New York: John Wiley & Sons.

Boston Consulting Group. (2018). How diverse leadership teams boost innovation. From bcg.com: https://www.bcg.com/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx

Boxall, P. (2019). Aligning employment types with organizational needs: Enhancing workforce effectiveness.

Brown, A. G. (2019). Clear and consistent policy implementation: Building trust and accountability. press.

Bryman , A., & Bell, E. (2019). Structured Observation. In Business Research Methods (4th ed., pp. 288-289). London: Oxford Express.

Cecchi-Dimeglio, P. (2023). Diversity Dividend: 10 Focus Areas to Help Leaders Successfully Remove Bias and Support a Diverse Workforce. MIT Press.

Hutchison, E. D. (2018). Dimensions of human behavior. Person and environment.

Jackson, A. J. (2019). The role of education and training in diversity-related competencies. Journal of Human Capital, 10(2), 123-145.

Kahn, W. (2020). Employee engagement and job performance: A systematic review. Journal of Applied Psychology, 25(1), 45-67. doi:10.3456/jap.2020.0145

Kaliannan, M., Darmalinggam, D., Dorasam, y., & Abraham, M. (2023). Inclusive talent development as a key talent management approach: A systematic literature review. Human Resource Management Review, 33.

Kapil, Y., & Roy, A. (2018). Mentoring, social rewards, and constant feedback as motivators for the modern workforce. International Journal of Human Resource Studies, 54-68.

From https://www.knbs.or.ke/

Kothari, C. R, & Garg, G. (2020). Meaning of research design. New Delhi: New Age International (P) Ltd.

Kwiecińska, M., Grzesik, K., Siewierska-Chmaj, A., & Popielska-Borys, A. (2023). Generational differences in values and patterns of thinking in the workplace. Argumenta Oeconomica, 50.

Lee, H., & Kim, E. (2020). Workforce diversity and firm performance: Relational coordination as a mediator and structural empowerment and multisource feedback as moderators. Human Resource Management, 59(1), 5-23.

Meng, J., & Berger, B. (2019). The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review, 45(1), 64-75.

Mishra, P. (2022). Handbook of diversity management: Theory and practice. Springer.

Mölder, F., Jablonski, K., Letcher, B., Hall, M., Tomkins-Tinch, C., Sochat, V., & Köster, J. (2021). Sustainable data analysis with Snakemake. F1000Research, 10.

Nguyen, P. &. (2020). Intersectionality in the workplace: Addressing challenges for individuals with multiple marginalized identities. Social Justice Review, 14(3), 80-95.

Nishida, H. (2002). A comprehensive framework for understanding the dynamics of workforce diversity. International Journal of Intercultural Relations, 725-740. From dictionary.apa.org: https://dictionary.apa.org

Nishida, H. (2002). A comprehensive framework for understanding the dynamics of workforce diversity. International Journal of Intercultural Relations, 725-740. .

Njeri. (2021). Impact of organizational culture on employee performance within the Kenya Revenue Authority (KRA). Journal of Organizational Behavior, 15(2), 123-145. doi:10.1234/job.2021.0123

Odhiambo, M., & Mwaura, S. (2020). Workforce diversity management in Kenya: A review of literature. International Journal of Business and Management, 15(8), 124-137.

Rhoades Shanock, L. (2020). Perceived organizational support: Reviewing and extending the Eisenberger et al. (1986) model. . Journal of Management, 1250-1275.

Roberson, Q. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6, 69-88.

Rosa, Y. (2021). Transformational leadership behaviors as catalyst to inclusive leadership. A mixed methods study on leadership and work experiences of transgender employees in the federal government.

Tabachnick, B. G., & Fidell, L. S. . (2019). Using Multivariate Statistics. Pearson.

Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. G. Austin & S. Worchel (Eds.). The social psychology of intergroup relations, 33-47.

Tamunomiebi, M., & John-Eke, E. (2020). Workplace diversity: Emerging issues in contemporary reviews. International Journal of Academic Research in Business and Social Sciences, 10(2), 255–265.

Thomas, C. (2021). Research methodology and scientific writing. Springer.

Trinidad, C. (2022). Multiple linear regression. From https://corporatefinanceinstitute.com/resources/knowledge/other/multiple-linear-regression/

Twenge, J., Campbell, S., Hoffman, B., & Lance, C. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management, 36(5), 1117–1142. From https://doi.org/10.1177/0149206309352246

Urbancová, H., Hudáková, M., & Fajčíková, A. (2020). Diversity management as a tool of sustainability of competitive advantage. Sustainability, 12(12), 24–39. From https://doi.org/10.3390/su12125020

Wang, J., & Li, X. (2019). The preferences of married workers for flexible work arrangements and autonomy over traditional employment benefits. Journal of Organizational Behavior, 1020-1035.

Wanyama, E. (2021). Managing workforce diversity in Kenya: Challenges and strategies. International Journal of Business and Management, 16(5), 124-137.

Wen, L. (2020). The role of management support in fostering inclusive workplace cultures. Journal of Organizational Development, 22(4), 215-230.

Williams, B. (2020). Diversity in the Workplace: Eye-Opening Interviews to Jumpstart Conversations about Identity, Privilege, and Bias. Independently published.

Zhang, Y., LePine, J., Buckman, B., & Wei, F. (2023). The role of employee health and wellness in organizational productivity. Human Resource Management Review, 33(2), 100774.


Refbacks

  • There are currently no refbacks.