Do multicultural faculty members perform well in higher educational institutions?

Abstract

Purpose Globalization has brought many challenges to organizations, namely, in managing the performance of multicultural workforces to achieve organizational objectives. Past researchers have highlighted many factors that influence the employee’s performance, but the nature and scope of these factors is limited to the conventional setting. Therefore, the purpose of this paper is to develop a comprehensive framework to better understand the role of the psychological diversity climate, HRM practices and personality traits (Big Five) in job satisfaction and performance of the multicultural workforce. Design/methodology/approach Data were collected from 258 faculty members working in Saudi Arabia’s higher educational sector. Structural equation modeling was used with Amos 18 to analyze the data. Findings The findings of this study suggest that managers should adopt diversity practices to improve the psychological diversity climate among multicultural workforce. In addition, diversity training and unbiased performance appraisal systems also increase the faculty member’s job satisfaction and performance in multicultural settings. Finally, managers should consider openness to culture and sociability traits while selecting faculty members to work in multicultural settings. Originality/value This framework has never been tested in higher educational institutions and in multicultural setting.

The Relationship Between “Job Satisfaction” and “Job Performance”: A Meta-analysis

“…Job satisfaction, job performance, and the relationship between these two variables are reviewed in this section. Lin et al (2014) stated that many quantitative studies have been done to examine the relationship between job satisfaction and job performance (Bhatti et al, 2019;Lin et al, 2014). Despite much research on the relationship between job satisfaction and job performance, the results and data are inconsistent.…”

“…Therefore, considering the large volume of research on this issue, and the differences in their results, it seems necessary to perform meta-analysis to obtain a clear and reliable result for this relationship. However, reports from researchers convey the message that job satisfaction is a very significant and influential parameter on job performance and their relationship is so important, especially in the field of organizational research (Bhatti et al, 2019;Bowling et al, 2015).…”

“…People, who are satisfied and happy with their job, perform better and those who are not, perform poorly (Bhatti et al, 2019). Job satisfaction involves emotional parameters such as pleasure, happiness, passion, enthusiasm, and love (Jain, 2016).…”

“…According to a study on 400 Thai investors by Piansoongnern and Anurit (2007), employee job satisfaction is one of the significant prerequisites for customer satisfaction (Piansoongnern & Anurit, 2007). Lin et al (2014) and Bhatti et al (2019) have stated that each person's attributes are an important parameter in evaluating job satisfaction (Bhatti et al, 2019;Lin et al, 2014). Conducted research showed that when officials and employers treat unfairly in cases such as performance reporting, ranking, and salary, it can have detrimental impacts on job satisfaction (Adams, 1965;Torlak & Kuzey, 2019).…”

Peran Mediasi Job Satisfaction dan Employee Engagement Pada Compensation Terhadap Job Performance Di PT Telkom Indonesia Regional Jabodetabek Banten

“…Compensation bisa dikategorikan selaku utilitas esensial ataupun ekstrinsik, finansial ataupun non-keuangan serta langsung ataupun tidak langsung yang pengaruhi job satisfaction serta organizational commitment (Shortland, 2018). Compensation adalah fungsi sumber daya manusia penting yang membantu organisasi mendistribusikan penghargaan intrinsik dan ekstrinsik secara adil berdasarkan kontribusi individu terhadap keluaran organisasi (Bhatti, Alshagawi, Zakariya, & Juhari, 2019) . (Sadhana & Sintaasih, 2015) pernah meneliti hubungan antara kompensasi dan kepuasan kerja dan menemukan bahwa karyawan akan memiliki kepuasan kerja yang dapat dipengaruhi positif signifikan secara langsung oleh kompensasi yang menandakan bahwa tingkat kepuasan kerja dapat ditingkatkan dengan mengalokasikan kompensasi yang saksama oleh perusahaan Apresiasi yang diserahkan oleh organisasi pada karyawannya selaku balasan atas kesediaannya untuk melaksanakan berbagai pekerjaan serta layanan dalam institusi yang bisa dihitung bersumber pada penilaian profesi, kalkulasi imbalan bersumber pada penilaian profesi itu dimaksudkan untuk memperoleh pemberian imbalan yang mendekati kelayakan (worth) serta kesamarataan (equity) (Rana & Malik, 2017) .…”