Gender diversity, ethnic diversity and employee performance in a South African higher education institution

Abstract

Orientation: Although there has been an improvement in workforce diversity in South Africa, gender and ethnicity issues such as discrimination, prejudice and sexual harassment prevail within organisations. This is because organisational leaders view diversity as a matter of legal compliance instead of as a value addition to organisational growth and profitability. Based on this, it is important for organisations to understand the economic side of diversity and not just be content with having such a workforce.Research purpose: This study investigated the effects of gender and ethnic diversity on the performance of employees in a selected higher education institution in South Africa.Motivation of the study: The study was conducted to determine whether gender and ethnic diversity influences the performance of employees in a higher education institution in South Africa. It is believed that by doing so, the study may assist organisational leaders to determine strategies and best practices that will create culture that is inclusive rather than exclusive.Research approach/design and method: A cross-sectional research design was used. A stratified random sample (n = 258) was chosen by dividing employees into homogeneous strata of academic and non-academic employees. A self-administered questionnaire was used to gather data. Pearson product moment correlation and multiple regression analysis were performed.Main findings: The results show that gender diversity and ethnic diversity are positively and significantly related to employee performance. The study recommends that higher education institutions implement effective diversity management policies and strategies to improve the effectiveness of gender and ethnic diversity towards the performance of employees.Practical/managerial implications: The study recommends organisations to embrace diversity and not just abide by the affirmative action policies and be satisfied with having such a workforce. To achieve this, effective diversity management programmes such as diversity training and mentoring programmes should be implemented to ensure that all employees are properly trained on diversity issues.Contribution/value add: First of all, the findings of this study will add to existing knowledge that will aid in the understanding of gender and ethnic diversity in general and its relevance to employee performance, which in turn leads to organisational performance. Furthermore, this study will be an eye opener to organisational leaders and employees as it will help them to begin to see that diversity is a blessing rather than a matter of legal compliance. It will help organisations to see the need for having diversity and confirm that employees can work together despite their differences.

Gender Affirmative Action and Management: A Systematic Literature Review on How Diversity and Inclusion Management Affect Gender Equity in Organizations

“…In terms of performance, gender and ethnic diversity have been under consistent scrutiny as significantly related to employee performance [ 28 , 31 , 34 , 69 , 77 ]. Although designed to enable workplace opportunities and development for members of target groups (e.g., women, ethnic minorities), AA has the ironic effect of stigmatizing those same targets [ 69 ], and in turn, lowering their performance outcomes [ 24 , 28 ].…”

“…Then again, self-competence and perceived stereotyping affects AA targets’ perceived performance [ 69 ]. The opposite is also true, because whenever non-targeted groups feel discriminated and undervalued, such feelings affect both the individual’s performance and that of the organization overall [ 24 , 31 , 56 , 69 , 77 , 83 ].…”

“…Nonetheless, gender and ethnic diversity have been positively and significantly related to performance—particularly in higher education institutions—the latter being the variable contributing most to improved employee performance. [ 77 ]. Moreover, empirical studies with top management teams did not indicate consistently increased performance when greater gender diversity was in place, although findings indicated that when the presence of female executive managers is less than 10%, the impact on firm performance is negative [ 56 ].…”

“…Finally, gender appeared as either a control or moderator in some studies [23,24,63,66,[77][78][79], further determining expectations and behaviors once gender AA is in place. As stated above, Choi and Rainey [23] pointed out that female employees tend to have higher job satisfaction when companies manage diversity effectively, combined with fair procedures.…”

Evolución e incidencia, en WOS, de la diversidad en el ámbito educativo

“…Es decir, intrínseca por las diferencias existentes entre las personas por la forma de pensar, sentir y actuar; y extrínseca por las diferencias socio-económicas y culturales que pueda existir (Jurado et al, 2020). Muchos de los problemas que surgen con la diversidad, sea del tipo que sea, se centran principalmente en la visión que se tiene de la misma, dado que se concibe como una acción legal que debe tenerse presente y cumplirse, en vez de un valor de crecimiento y de rentabilidad para cualquier organización (Zhuwao et al, 2019). Además suele ser percibida como un deber, tanto de la escuela como del estado, con la intención de fomentar la atención a la diversidad, tratando de enriquecer a toda la comunidad educativa (Pegalajar, 2017).…”