The relationship between workforce diversity and employee turnover

the relationship between workforce diversity and employee turnover

of workforce diversity at the employee level would also act as intrinsic as well and ultimately to high turnover of employees (Jackson et al, ; William and 1) What is the relationship between age diversity and employee. The Effect of Workforce Diversity on Employee Performance: Conceptual Framework employee turnover rate, (iv) communication difficulties and interpersonal the relationship between dependent variable and independent variables. This study therefore seeks to find out the effect of workforce diversity towards strength of the relationship is small but definite relationship to employee performance. such as organizational performance, employee satisfaction, and turnover.

Conflict is not always negative and does not always create hostilities. If handled properly, it can become a very rich source of development Kigali, When corporate managers ignore the conflicts between co-workers, this will result in clashes amongst them.

In turn, these clashes will be converted into personal and emotional conflict in the long run and therefore damages the organizational culture, worker morale, and overall organizational performance. It can also lead to a reduction in creativity, innovation, quality, and performance of employees and organizations ultimately leading to negative effects on the team performance Jehn,; Amason, ; De Dreu and Vande, ; Friedman et al. The reason of using questionnaire is to ensure completeness and consistency of information gathered.

The targeted population size for the study that was undertaken by the researcher for which questionnaire were distributed, there are grand total populations as of April 30, To obtain information relevant to the study both primary and secondary data were used. The method employed to get primary information was a well-designed questionnaire distributed to the selected sample population. Besides, it also enables to present the data or information better through tabular presentation.

SPSS was also used to test the relationship between the independent variables and dependent variable using methods such as Pearson Correlation analysis and Multiple Regression analysis. The data gathered through primary methods were summarized. Hypothesis findings of this research were evaluated using Software Package for Social Science SPSS to determine whether the hypothesis is supported by the research 4. Research Survey, Table 1, shows a percentage of respondents, whereby female In other words, from the 80 respondents, 51 of them are male while the remaining 29 are female Age Table 2: Age of the Respondents Age Frequency Percent years old 9 Research Survey, Table 2 shows age group of the respondents.

The majority of the respondents fall under the age group category of 30 - 39 years old accounted for As a result, individuals tend to favor members of their own group at the expenses of the other groups, against which they may discriminate.

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Consequently, if the employees age or generational belonging is regarded as a relevant criterion for distinction, a differentiation between age http: Educational Background Table 4: Research Survey, Table 4 shows the educational level of the respondents. The majority of the respondents are degree holders Most respondents are degree holders, because there are a lot of degree holders in the labor market. Working Experience Table 8: Working Experience of the Respondents Frequency Percent years 18 Position Level Table 9: Position Level of the Respondents in the company.

Frequency Percent Department Manager 3 3. Central Tendencies Measurement of Constructs Measurement of central tendencies is used to discover the mean scores for the five interval scaled constructs. A total of 39 items questions with particular mean score were obtained from the SPSS output. The Effects of Gender on employee Performance. Majority of the respondents For the question career development that includes women is encouraged within our Company which is The Effects of age on employee Performance There were as much as The Effects of Ethnicity on employee performance Most of the respondents Most of the respondents The item that has the highest standard deviation 1.

The Effects of Educational background on employee performance There were as much as The item with second highest standard deviation 1. Employee Performance There were as much as There was little number of the respondents 6.

Aggregately, more than half of the respondents The item with second highest standard deviation 0. The number representing the Pearson correlation is referred to as a correlation coefficient. Hair, Money Samouel proposed Rules of Thumb on coefficient range and strength of association.

Correlation between gender group and employee performance Hypothesis 1 Ho1: There is positive relationship between gender group and employee performance because of the value for correlation coefficient is positive. The gender group variable has a 0. The value of this correlation coefficient 0. Therefore, the relationship between gender group and employee performance is small but definite relationship. The relationship between gender group and employee performance is significant.

How Does Diversity Impact Employee Retention? | posavski-obzor.info

It is because the p-value 0. Therefore, null hypothesis H0 is not accepted but alternative hypothesis H1 is accepted.

Millennials and their Impact on Employee Turnover

Correlation between age group and employee performance Hypothesis 2 Ho2: From the table above, there is positive relationship between age group and employee performance because of the value for correlation coefficient is positive. The age group variable has a 0. Correlation between ethnicity group and employee performance Hypothesis 3 Ho3: The ethnicity group variable has a 0.

Therefore, the relationship between ethnicity group and employee performance is small,but definite relationship. The relationship between ethnicity group and employee performance is significant. Correlation between educational group and employee performance Hypothesis 4 Ho4: The education background group variable has a 0. Therefore, the relationship between educational background group and employee performance is small, but definite relationship. The relationship between educational background group and employee performance is significant.

As a result employee performance relates positively with variables such as gender, age, ethnicity and educational background, the company should start realizing the need to be tackle such demographic categories in order to stay ahead of its competitors.

Regression Analysis Multiple linear regression analysis is a method which uses more than one independent variable to explain variance in a dependent variable. Error of Estimate 1. ConstantGender, Age, Ethnicity, Education background b.

According to the Model Summary, the value of correlation coefficient R of four independent variables gender, age, ethnicity and educational background with the dependent variable employee performance is 0.

Therefore, there is positive and moderate correlation between four independent variable and dependent variable. Besides that, Model Summary also indicates the coefficient of determination R square which can help in explaining the variance.

the relationship between workforce diversity and employee turnover

The R square figure of the four independent variables is 0. These also mean that independent variables gender, age, ethnicity and educational background can explain The four independent variables are the factors that determine perceived employability. This can be represented by the equation as below: This also shows that age group is significant to predict perceived employee performance.

This shows that educational background group is significant to predict perceived employee performance. The third most significant independent variable is ethnicity group, where the t-value is 3. This represent that the ethnicity group is significant to predict perceived employee performance. Lastly, in this research, gender group is significant independent variable where it carries out the t-value 2.

This shows that gender group is significant to predict perceived employee performance. The result indicates that the four independent variables gender group, ethnicity group, education background group, and age group have a significant relationship with the employee performance. Own survey generated by SPSS version There is significant relationship between gender group and employee performance Based on the result from the inferential analysis, there is significant positive and small but definite relationship between gender group and employee performance which carries correlation coefficient value of 0.

The finding in this research showed that gender group and employee performance is positively linked. Based on the information provided in the research the overall feeling is that, for the most part, gender was not an area of concern.

All divisions of the company must meet annual targets for the representation of majority and minority males and females in each employee grade level Kochan, Bezrukova and Ely, According to the Kochan, Bezrukova and Elythe performance appraisals were used for making promotion and compensation related decisions. Training practices included intensive diversity training. Trainers used behavioral modeling techniques to help develop managerial capabilities for interacting with subordinates and colleagues irrespective of demographic differences.

Thus the training efforts focused more on skill- building than on building awareness or modifying attitudes. Furthermore, according to the research revealed that 3 6. Although there area smaller percentage of female participants in salaried positions, the number is still high compared to the norm. Relationship between age group and employee performance H1: There is significant relationship between age group and employee performance Based on the result from the inferential analysis, there is significant and small but definite relationship between age group and employee performance which carries correlation coefficient value of 0.

Age is also regularly viewed as one dimension of social category diversity Jehn, Northcraft, and Neale ; Simons, Pelled, and Smith ; and Pelled, Eisenhardt, and Xin However,the result shows that, there is an influence of age diversity on employee performance, which agrees to the findings of the empirical studies reviewed by Gelner and Stephen summarized that age heterogeneity can negatively affect productivity concerns differences in the values in and preferences of distinct age groups.

However, Gelner and Stephen [6] also include that age heterogeneity may be placed in proximity with its potential benefits.

the relationship between workforce diversity and employee turnover

Complimentarily effects emerge when collaboration in a group enables individuals to be more productive than when working on their own. Hence, the benefits of age heterogeneity are based on additional productivity effects that arise due to interaction among individuals of different ages with differing skill profiles, differing perspectives and perhaps also different personality traits.

Relationship between ethnicity group and employee performance H1: There is significant relationship between ethnicity group and employee performance Based on the result from the inferential analysis, there is significant positive and small, but definite relationship between ethnicity group and employee performance which carries correlation coefficient value of 0. Ethnically diverse teams working in relatively homogeneous organizations experienced performance deficits relative to the more homogeneous teams Joshi and Jackson, Furthermore, the performance deficit was not evident for ethnically diverse teams working in ethnically diverse organizations.

In ethnically homogeneous organizations, the ethnic differences among members of diverse teams become more salient and are more likely to interfere with performance.

In ethnically heterogeneous organizations, however, the ethnic identities of team members may be less salient and therefore they create less disruption Joshi and Jackson, Relationship between education background group and employee performance H1: There is significant relationship between educational background group and employee performance Based on the inferential analysis, there is significant positive and slight, almost negligible relationship between education background group and employee performance which carries correlation coefficient value of 0.

Different education types, or a more balance in the education types a firm possesses would increase the likelihood of having an innovation. There is a bias in the education diversity measure, since it measures diversity within the highly educated group, meaning the employees with a bachelor degree or higher. All employees with a degree below http: According to the Ostergaardas a result a higher entropy value can be explained by having a larger share of employees with a higher education and multiple types of higher educated people.

Having a higher educated employee alone would be positive for innovation performance, having more different types would increasethe likelihood. Firms with a higher share of employees with a higher education and diversity in the types of educations have a higher likelihood of innovating. Although education is essential to human capital, on job training, heath care, experience and migration also have great effect on the actual human capital.

Growth-oriented strategies moderated the effects of group diversity in level of education on composite bonuses; this type of diversity was more beneficial in department with a strong focus on growth oriented strategies Bezrukova, An organization may make an effort to compensate for educational or skill deficiencies of group members by offering specialized training that brings employees up to the required standards Moskos and Butler, Summary of Findings From the correlation analysis the result shows that the beta value is significant for all hypotheses H1, H2, H3 and H4 which show positive relationship between the workforce diversity and performance of the employees.

The relationship between employee performance and gender group, age group, ethnicity group, educational background is small, but definite relationship i. The results specifically indicate that high employee performance relates positively with variables such as gender and education background. Therefore, business organizations should start realizing the need to tackle such demographic categories in order to stay ahead of its competitors.

Diversifying workers from different education background creates opportunities for greater innovation and more creative solutions to problems. Organizations that view diversity as part of their key strategy rather than a business expense will benefit far greater than the organization that does not and will reap the benefit of cost reduction in attrition and increased revenues to face extensive competition.

the relationship between workforce diversity and employee turnover

The diverse workforce is providing a challenge to the organizations. It is very important to know the impact of workforce diversity on employee performance.

This paper was undertaken to identify the impact of workforce diversity on employee performance in Stallion Group by taking several independent variables.

The data was collected through questionnaires. The top management should undergo some training on how to leverage on diversity of its workforce. To enhance proper management of diversity, the company must move from its current moderate position, and include diversity in its strategic plan, as resources for organizational effectiveness.

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Having a diverse workforce means your business is more likely to appeal to a wider customer base on the outside and have a richer source of creativity on the inside. Employees feel valued for their individuality and unique contribution so are more likely to stay on for longer.

However, a diversity policy needs to be thought through and planned carefully to be beneficial. Without a strategic approach incorporating training and efficient communication, diversity can be destructive to employee retention. Policy and Strategy By showing a strong commitment to equality and diversity, the organization sends out a clear message to customers and staff that it cares about its employees, the wider community and therefore, by implication, its products and services.

A well-thought-out and strategic diversity and equality policy facilitates employee satisfaction and stability, encouraging retention. Employees feel valued and are reassured progression is based purely on merit rather than gender, race or background. For this to be effective, however, the policy must be communicated to all staff effectively, and they need to buy in to the idea of diversity themselves.

Everybody plays a part in welcoming the individual contributions and needs of those from different diversity groups they may not have previously been used to working alongside.

Where there is a lack of understanding and acceptance, discriminatory barriers remain in place, resulting in friction and potentially employee losses. Recruitment Retention begins with recruitment, and an effective diversity strategy needs to be incorporated throughout the hiring process.