This article provides an empirical study on effects of diversity management and inclusion on organisational outcomes. The importance of diversity management and inclusion on organisation is of immense benefit especially in a Multinational Corporations, where diversity and inclusion are parts of their core values. However, in our context, which had been identified as the most diverse country in Africa, there is need to establish how the management and inclusion of these diverse workforce would benefit organisational activities, coupled with the fact that, there is dearth of research on these constructs in extant literature. This study investigated the effects of diversity management and inclusion on organisational outcomes (job satisfaction and job performance) among Shell Corporation employees. Pen and paper questionnaire of 384 copies were administered to the Lagos Branch employees of Shell Corporation. Cross-sectional research design was adopted. Confirmatory Factor Analysis (CFA), convergent and divergent validity, correlational analysis, and structural equation model were used for the analysis. The findings showed positive effect of diversity management and inclusion on employees’ job satisfaction and employees’ job performance. It implies that diversity management and inclusion have the potentials of assisting organisation in creating a climate in which employee will like to work harder with readiness to continue to work with the organisation.

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This study investigated the impact of emotional intelligence and work-family role conflict on managerial effectiveness of managers in work organizations in Nigeria. The descriptive survey research method was adopted for the study. Instruments used for data collection in this study are: Emotional Intelligence Scale, Work-Family Role Conflict Scale and Managerial Effectiveness Scale. Linear Regression Analysis was used to test hypotheses that were generated for the study at 0.05 alpha levels. Finding reveals that there was a significant combined contribution of emotional intelligence and work-family role conflict to managerial effectiveness. Also, it was found that emotional intelligence significantly predicts managerial effectiveness of the managers. Also, the finding shows that there is no significant contribution of work-family role conflict to managerial effectiveness. Besides, the finding indicates that the role conflict experienced by the managers resulting from work-family role interface has deleterious effects on their performance effectiveness. Based on the findings of the study, the emotional intelligence of the managers needs to be considered in the selection and placement process for managerial effectiveness to be guaranteed. The managers with high emotional intelligence should be posted to highly challenging managerial positions while the low emotional intelligence should be posted to less challenging managerial positions for their leadership effectiveness to result in goals achievement.

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This study investigated the influence of technological innovation on job security, labour-management relations and perceived workers’ productivity in industrial organizations in Nigeria. The descriptive ex-post-facto research method was adopted for the study. A total of 321 respondents were selected for the purpose of the study using the proportionate stratified sampling technique. Three sets of questionnaires were utilized for data collection. The Pearson Product Moment Correlation and t- test statistics were used to test hypotheses generated for the study at 0.05 alpha levels. Findings revealed that a significant relationship does not exist between technological innovation and workers` job security. The findings further revealed that technological innovation has not significantly influenced harmonious labour-management relations. It was also found that there is no significant relationship between technological innovation and perceived workers` productivity. It is recommended that a participatory management style, which could foster workers` participation at the planning and implementation stages of technological innovation, should be encouraged among the managers in order to foster workers` participation in decision-making and workers` supportiveness towards implementation of technological innovation. Moreover, skill re-engineering programmes should be organized for workers at regular intervals in order to sensitize them and foster skill acquisition and utilization towards improved labour-management relations and increased productivity.