Diversity Management as a Tool of Sustainability of Competitive Advantage

Abstract

Diversity is a phenomenon that, due to increasing globalization, appears ever more frequently in all areas of human activity and performance, including the labor market and working teams. In light of these changes, this article aims to identify and evaluate the practice of diversity management as a factor of the sustainability of competitive advantage with regard to the examined factors of diversity. The results were obtained through primary analysis via a questionnaire survey at 549 Czech companies. The results indicate that there is a statistical dependence between the application of diversity management and the commercial sector in which the organization operates and the size of the organization. Organizations identified the following as the most significant benefits of the application of diversity management: retention of key employees (43.9%), improved motivation and performance of existing employees (39.3%), and improvement to the actual atmosphere in the workplace (33.9%). One recommendation for organizations is to focus more on this current topic, as the lack of a qualified workforce is becoming more pronounced. In this regard, it will also be necessary to devote sufficient attention to groups of potential workers who have hitherto been overlooked. The application of diversity management can be a successful tool to gain a competitive advantage in managing human resources.

Diversity impact on organizational performance: Moderating and mediating role of diversity beliefs and leadership expertise

“…To overcome these organisational biases, E-Vahdati et al [ 4 ] recommended that firms should emphasise corporate governance, accountability, ethics, trust, and diversity. Moreover, organisations also need diversity for rational decision-making and promoting a conducive environment, where everyone’s beliefs are respected, leading to employees self-reflecting on the positive benefits [ 5 , 6 ]. However, if workforce diversity is mismanaged, this could lead to emotional conflicts, perceived organisational politics, miscommunication, power struggle, and higher employee turnover.…”

Financial position of companies operating in food processing industry of Slovakia by using multidimensional scaling

“…There are no structural changes in the direction of the reallocation of employees between industries, which would have the character of moving towards stabilizing employment. There are certain driving moments for automation that are very important to capture and expose (Urbancová et al 2020;Pietrzak & Balcerzak, 2021). They are related to the controlled company formation, to the continuation of the trend of globalization, to the increase of the efficiency of work processes, the profit of corporations, and competitiveness at the corporate level (Hudáková et al 2019;Cihelková et al 2020, Hudáková-Stašová, 2021.…”

Predictors of Satisfaction With Work Environment in the Context of a Mismatch in Working Hours: A Nationwide, Large-Scale, Cross-Sectional Study

“…Recently, the workforce has become diverse, followed by heterogeneous changes in workers’ expectation from their employers or other factors they may depend. 1 - 3 A good job is no longer defined based on income or career opportunities; its current definitions are made based on work flexibility and the opportunity to balance between work and personal life. 4 - 6 Moreover, the transition of obligation to form such work environment from an individual worker to an organizational responsibility has become notable.…”