Diversity management for all? An empirical analysis of diversity management outcomes across groups

Abstract

Purpose – The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, the authors expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, the authors analyse affective commitment and organizational citizenship behaviour (OCB) as employee outcomes. Design/methodology/approach – The authors analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling (SEM) to analyse the consequences of diversity management across non-native and native Dutch employee groups. Findings – Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees. Practical implications – The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals. Originality/value – This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using SEM.

Transformational Leadership Theory and Exploring the Perceptions of Diversity Management in Higher Education

“…McKay, Avery, and Morris (2009) also asserted that the supervisors and managers might use discretion in executing these diversity policies and thus there may be variances in the way the policies are executed in each work unit. Managers and supervisors at the lower level within the tertiary institution have a significant impact on the perceptions of employees in regards to the effectiveness of the diversity management system (Bowen & Ostroff, 2004;Wright & Nishii, 2007;Nishii & Mayer, 2009;Ashikali & Groeneveld, 2015).…”

Diversity Management and Its Impact on HRM Practices: Evidence from Kuwaiti Companies

“…It is also reflected through management commitment and inclusive working approach (Ashikali & Groeneveld, 2015).…”

“…This suggests that no variances exist in regards to the extent majority and minority socio-demographic groups react to diversity management programs. Hitherto, all groups would respond favorably if an inclusive work environment is established in the organizations EJBE 2017, 10(20) (Ashikali & Groeneveld, 2015). Another research proved that employees' perceptions of fairness of HRM practices has a positive effect on their organizational commitment (Hung et al, 2004).…”

“…HRM component is adopted from Zaim (2016) which was originally derived from Pfeffer (1998). DM component is adopted from the research of Ashikali and Groeneveld (2015). Those researchers analyzed DM in two dimensions: Ability to manage people from different backgrounds and inclusive culture (Ability to work in harmony with people from different cultures).…”

Burnout of Older and Younger Employees – The Case of Slovenia

“…Thus, age management encompasses the following eight dimensions: job recruitment; learning, training, and lifelong learning; career development; flexible working time practices; health protection and promotion, and workplace design; redeployment; employment exit and the transition to retirement; comprehensive approaches (Naegele and Walker, 2006). Ashikali and Groeneveld (2015) summarize that diversity management is used to attract, retain, and effectively manage a diverse workforce in order to contribute to the organizations' performance. Thus, diversity management is about changing organizational practices and climates as the only way to realize the potential of a diverse workforce.…”