Diversity Management and Organizational Performance in Pakistan

Abstract

Purpose The main purpose of research is to examine the relationships between diversity management and organizational performance along with the fostering role of leadership dimensions. Methodology Diversity management practices have been measured using the EPDMP scale on a sample of 514 employees from organizations across Pakistan and data were collected from employees of universities. The PLS-SEM was used as the main technique for data analysis. Findings Results show that higher workforce diversity does not automatically produce inclusive climate-specific diversity inclusive leadership dimensions are required to support diversity environment where employees feel valued and appreciated. Further, the results confirm that the diversity-inclusive leadership dimensions moderate the relationship between diversity management and organizational performance. Conclusions The study concluded that diversity management has a positive and significant direct impact on organizational performance. Therefore, policymakers need to devise human resource statutes, rules, regulations, policies, and practices that promote a heterogeneous workforce in organizations and offer equal opportunities to all employees unrestricted by individual employee identities such as gender, race, ethnicity, education, religion, function, and abilities. Practical implications The findings are very helpful for HR managers for effective diversity management to enhance their organizational performance. Originality/value: The study explains the association of diversity management practices and organizational performance and moderating role of diversity leadership dimensions.

Diversity and Inclusion Initiatives: Influence on Organizational Performance

“…The influence of diversity and inclusion on perceptions of organizational justice varies based on gender and race, emphasizing the need for tailored diversity and inclusion initiatives (Hoang et al, 2022). Moreover, the relationship between diversity management and organizational performance is influenced by diversity-inclusive leadership dimensions, emphasizing the importance of inclusive practices in driving organizational success (HANIF et al, 2023).…”

Female entrepreneurship in family business: bibliographic analysis

“…In contrast, Arifeen (2016) argues that in Pakistan there are businesses where the father-daughter model works despite having a male child in the family. Women entrepreneurs may find their families both their main support and a terrible obstacle (Sohail et al. , 2022).…”

“…However, there are still many achievement gaps depending on the countries, for example, in India the level of female entrepreneurship is very low compared to other economies and even also between male and female entrepreneurs in the country (Agarwal and Lenka, 2018;Tyagi et al, 2021). In the same vein, family businesses in Pakistan are still mainly dominated by men and there is a staggering gender gap in family businesses and in cases where the owner of the business does not even consider women during the succession process (Sohail et al, 2022). In a male-dominated society, women are expected to take care of their households and not participate in business affairs (Chang et al, 2021;Rodr ıguez-Modroño et al, 2015).…”

“…, 2021). In the same vein, family businesses in Pakistan are still mainly dominated by men and there is a staggering gender gap in family businesses and in cases where the owner of the business does not even consider women during the succession process (Sohail et al. , 2022).…”